“Careers are not linear, and there isn’t a one size fits all approach. I think the key is to find the balance that works for you professionally and personally. If I had tried to predict what the next five years of my career would have been at any single point in time, I would have been completely wrong,” says Yasmine Coupal, a partner in Investment Banking, Goldman Sachs. “I thought I was joining Goldman Sachs for two years, and here I am, 20 years later.”
Coupal’s career is a testament to the power of embracing the unexpected. Born and raised in Venezuela, she initially set her sights on economic development, education policy in particular, planning to return to Latin America after completing undergraduate and graduate degrees in Economics and International Policy at Stanford. But a surprising detour into finance changed everything.
After graduation, a friend who was working at Goldman Sachs recommended she interview for a role on the Latin America credit team and Coupal was impressed with the people she interviewed with.
“It was too compelling of an offer to pass up, even though it meant adjusting my plans to return to Venezuela to be with my then boyfriend, now husband of 19 years.” She remembers, “long story short, I took the job in 2004, and he moved to New York instead.”
Yasmine thrived at Goldman as an analyst on the Latin America and Natural Resources credit risk team. Coupal states that she loved to travel across the region and while on a business trip in Argentina in 2007, she met a VP that ultimately convinced her to join the capital markets team as an associate. She then shifted her coverage from Latin America to domestic industrial companies.
“I wasn’t looking for a move, but I knew it was time for a challenge and to try something new.”
It was Coupal’s unwavering openness to new challenges that propelled her advancement from an internal facing role in Credit Risk to a client facing role in Capital Markets. However, it was the personal decision to relocate to San Francisco with her husband that proved to be a turning point in her career. Taking the risk to leave the financial hub of New York and follow her heart, Coupal found herself in the midst of Silicon Valley’s booming tech scene. Leveraging her unique position of being on the ground to meet with large cap tech clients, Coupal built relationships, knowledge and experience with TMT (Technology, Media and Telecommunications) clients while still very much covering her sector of industrial and real estate companies for the bank.
Ultimately, when the Managing Director for TMT debt capital markets retired in 2014, Coupal raised her hand and was selected to lead the team due to the strong relationships she had built with clients on the West Coast. In fact, she made Managing Director in 2015 and in 2018, the firm officially created the West Coast Financing Team. Along with Will Connelly, Coupal was named Co-Head and after growing and guiding the team through the pandemic, Yasmine made partner in 2020.
She reflects, “there will be moments in your career when you’ll need to make decisions based on what aligns with your professional goals and then there are moments when personal priorities are more important. Sometimes it involves taking risks, even when the outcome is uncertain. Ultimately, finding the right balance that works for you is key.”
Never one to get too comfortable, Coupal made another bold move two years later in 2022, stepping into an investment banking role where she leads coverage of large cap technology companies. Driven by her constant quest for growth and her ability to turn every opportunity into a success, Coupal is excited to keep pushing her boundaries and challenge herself as she continues as a leader at Goldman Sachs.
Investing in Relationships
When Coupal first interviewed at Goldman, it was the people she met who ignited her excitement about joining the firm. Even today, the connections she built at the firm throughout her career remain a driving force in her sense of fulfillment at work as she notes, “you’re not going to really love the job or be successful if you don’t like the people that you work with.”
In addition to making the work more enjoyable, building relationships also expands one’s network. Coupal advocates for taking the time and effort to establish those connections, particularly through in-person opportunities like meeting for coffee.
“You need to invest in your network. It’s important to have a goal of setting up an in-person catch up with someone that you work with every single week because it allows for people to get to know you as a person, so that you’re not just a name on the other side of an email.”
The value of investing that time is multifold as it creates a sense of support, opens opportunities to learn from others, and engenders loyalty to each other and the firm.
“As people understand your interests, give you feedback and see that you’re performing, you automatically get new opportunities. It becomes this reciprocal cycle that leads to success,” says Coupal. “It’s also the glue that keeps people at the firm. One of the reasons I’ve stayed so long is because I have people that I admire who have invested in me. It creates a sense of loyalty.”
Mentorship is Reciprocal
In thinking about the significance of finding inspiration and support, Coupal points to one of her mentors, Susie Scher, as pivotal to her leadership development.
Coupal shares, “Susie was instrumental in my growth at Goldman Sachs from the associate level to Vice President, Managing Director and ultimately, Partner. In essence, she saw me grow up at Goldman Sachs. She is someone who identified my talent, invested in it, and was courageous enough to give me a lot of responsibility.”
Having the experience of a mentor who believed in her engenders a deep commitment for Coupal to pay it forward and be that support for others.
“It begins with how I develop my team and invest in them, placing a strong emphasis on feedback. I focus on building genuine relationships, getting to know who they are, their skills, their ambitions, and identifying the potential in them that they may not yet have recognized.”
Extending her influence beyond her direct reports, Coupal participates in formal mentorship programs at Goldman while also being open to informal connections when people reach out to her for guidance. In either circumstance, Coupal emphasizes, “mentoring is a two-way relationship, it requires both sides to equally invest. I might want to mentor as many people as I can, but if the other side is not reciprocating and wanting to develop that relationship, there’s only so far that I can go.”
Reflecting on where sponsorship fits within the framework of support and building relationships, Coupal believes that mentorship and sponsorship go hand in hand as the roles can shift and change as people move through the firm.
“It’s fluid. A mentor can become a sponsor, or vice versa, but the key to success lies not just in getting to know you personally, but in working with you. It’s that combination that makes the relationship most effective.”
Champion your Uniqueness
In addition to being an avid mentor and sponsor, Coupal supports diversity and inclusion efforts, participating in speaking engagements and hosting sessions that provide an opportunity for female talent at the firm to talk candidly about their experiences. One theme that she strives to convey to junior analysts is, “be your genuine self. Don’t try to be someone else. Don’t try to fit a mold that you think is the key to success.”
As a Latina woman excelling in the financial industry, Coupal speaks to how she champions her uniqueness and sees it as an asset.
“Being a subject matter expert while being a woman and Latina differentiates me, makes me unique and memorable, and many times allows me to connect with clients on a different level. Establishing these deep connections and trust has been critical in my career and allowed me to build and foster relationships I wouldn’t have had otherwise.”
Beyond recognizing the power of authenticity, Coupal emphasizes that adaptability and a willingness to step outside one’s comfort zone are instrumental to career development.
“Success in one stage of your career may not guarantee success in the next. Staying humble, seeking advice, thinking ahead, and remaining flexible when plans change is key.”
She continues, “be comfortable being uncomfortable. When you start feeling too comfortable, it’s a signal to challenge yourself with something new. It keeps you on your toes and ensures continuous growth.”
Outside of work, Coupal is eager to instill in her children the same curiosity and openness to new experiences that have shaped her own journey, especially through travel. “One of our greatest joys is taking our kids to explore different countries, cultures, and cuisines,” she says. Passionate about family time, Coupal loves spending weekends cheering at soccer games or unwinding together with a backyard barbecue.
By Jessica Robaire
Heather Garland: Vice President, Global Chief Marketing Officer, PGIM Investments
Movers and Shakers, PeopleGarland shares how a growth mindset, being flexible, and viewing challenges as stepping stones can help build the skills and experience for a successful career. Her passion for nurturing her team’s development mirrors her dedication to driving business success, believing that both are not mutually exclusive.
Pursuing opportunities for growth
Garland’s career has been one of continuous growth and reinvention. In college, Garland majored in psychology and wasn’t sure what career path she wanted to pursue. While finishing her degree at night, she took a sales assistant role at AXA and was eventually recruited to join PGIM, where she has now spent more than 25 years building a successful career. Though she didn’t know much about financial services at the time, Garland saw her first role at PGIM as an intriguing challenge.
Dedicated to advancing her career and learning the industry, Garland seized every opportunity through lateral moves, stretch assignments, and professional designations, like the FINRA Series 7 and CIMA certifications.
“There were times I pursued growth opportunities, and other times I was tapped on the shoulder to lead different areas as part of a strategy shift,” she says.
One of those pivotal moments came twelve years ago when Garland transitioned into Marketing, leading marketing communications, product marketing and more recently, client marketing. These experiences became the foundation that launched her into her newly appointed role as Global Chief Marketing Officer, where she leads a team that is shaping the future of PGIM Investments’ marketing strategy.
“There are a number of initiatives and pilot programs underway that ultimately will help drive business growth and enable us to deliver better experiences for our clients,” she says.
Fostering the development of others
For Garland, few things are more rewarding than guiding others as they advance in their careers. She explains, “One of the most fulfilling aspects of my role is helping high performers grow and pursue their goals. I’ve had a number of team members who have moved on to other roles within PGIM or externally. I feel like a proud parent when I see someone take that next step in their career.”
Not only does Garland invest in the growth of her team members, but she is committed to supporting up-and-coming women across PGIM, as she recognizes what a difference it made for her own career.
“I was part of the first pilot program in PGIM Investments, in which I was paired with a mentor outside of my direct team. That experience opened doors for me, eventually leading to my current role.”
Taking leadership to the next level with an executive coach
Beyond the support of mentors and managers in her organization, Garland credits working with a leadership coach as instrumental in shaping her career development. She points to the accountability of meeting with a coach on a regular basis and working on specific goals as beneficial.
“With my coach, I developed a roadmap to focus on building strategic, one-on-one relationships with senior decision-makers in the organization – people I often needed to gain support from or collaborate with. One of the most valuable relationships I’ve built through that process is with our head of sales – a connection who was open and happy to meet with me as part of the growth plan I initiated.”
Another aspect of the coaching experience that Garland finds impactful is receiving input from her peers and leaders as part of a 360-feedback report, giving her the opportunity to reflect on her strengths and potential areas of growth from a multitude of perspectives. This feedback enabled her to create a plan around what to start – and stop doing – to focus on what matters most in her role.
She reflects, “I was also able to look at my functional area differently and recommend a new organizational structure that better aligned with where our business was headed.”
Lessons learned
After 25 years at PGIM, Garland understands that becoming an effective leader requires both time and experience to develop the necessary skills and confidence. She highlights the importance of focusing on progress rather than striving for perfection.
Another key element for career success that Garland emphasizes is self-advocacy. “Whether it’s being considered for a stretch project, a promotion, or a raise – don’t be afraid to ask for what you want. The worst response you’re going to get is ‘No,’ and even that gives you the opportunity to start a dialogue.”
“I used to have the mindset that if I kept my head down and worked hard, I’d be recognized for that and promoted in time. But, in reality, it doesn’t always work out that way. It wasn’t until I started becoming more intentional and vocal about my career goals that those opportunities finally started to come.”
Leaving time for adventure
Outside of work, Garland enjoys spending time with her family and exploring new places with her husband and two kids, both near and far – they took a recent trip to Nicaragua. She also finds joy experimenting in her kitchen – when she has time – and reading, preferably on a beach.
“I don’t think there’s such a thing as work-life balance. I view it more like a seesaw,” Garland says. “There are times where you may need to focus more on work, and times where you need to focus more on your personal life. As leaders, it’s important to understand that for our team members as well.”
By Jessica Robaire
Career Tips for Latina Leaders
Career Advice, Hispanic HeritageNotable examples include:
In finance, Latinas are even less visible, often facing barriers like biases and stereotypes that hinder their career progression. These barriers include a lack of mentorship and sponsorship, which are critical for advancement, and limited access to inclusive workplace policies that support work-life balance. Research shows that Latinas often encounter a “broken rung” early in their careers, meaning they are less likely to be promoted to manager-level roles compared to their male counterparts.
Is Change Coming?
The inaugural U.S. Latina GDP Report, led by researchers at California Lutheran University and UCLA’s Geffen School of Medicine, reveals promising growth. In 2021 alone, U.S. Latinas contributed $1.3 trillion to the GDP, a figure larger than the economies of all but three U.S. states. It also reflects a 51.1% increase since 2010—compared to an 18.8% increase in the overall non-Hispanic GDP.
Key findings include:
Overall, this report positions Latinas as a key driving force behind the U.S. economy, with a rapidly growing economic footprint and resilience across multiple economic indicators such as labor participation, educational attainment, and income growth. This trend is especially significant given that Latinas account for only 9.3% of the U.S. population but have driven 30.2% of labor force growth since 2010. While these figures highlight the growing economic power of Latinas, translating this momentum into leadership opportunities requires actionable strategies and intentional support.
Actionable Advice for Latina Professionals
Latina leaders across industries emphasize the value of embracing cultural identity, cultivating strong networks, and demonstrating resilience and authenticity in the workplace. Over the years, theglasshammer.com has featured many Latina leaders who have echoed these key themes in their advice.
Many Latina leaders highlight the significance of using their heritage as a strength. They suggest leveraging unique perspectives to connect with diverse audiences and encourage others from similar backgrounds. This involves incorporating elements of their culture, such as family values and community orientation, into their leadership style.
Networking is often underscored as a key factor in professional growth. Latina leaders recommend actively seeking mentors, joining professional organizations, and engaging with the community to open doors and gain valuable support throughout one’s career journey.
Resilience is essential for navigating challenges and adversity. Latina leaders encourage viewing setbacks as chances for growth, advocating for a mindset that sees failures as opportunities to learn and progress toward success.
Being true to oneself and one’s values is vital for building trust and fostering a positive work culture. Latina leaders encourage embracing authentic leadership by sharing personal stories and experiences to connect more deeply with teams and stakeholders.
This advice not only guides Latina professionals in their career paths but also serves as inspiration for anyone looking to navigate leadership roles in a diverse and inclusive manner.
How Executive Coaching Helps Latina Professionals
While these practices provide a solid foundation, leadership coaching offers a transformative approach to help Latinas unlock their full potential. Executive coaching provides tailored support, helping Latina leaders overcome sometimes unique challenges such as underrepresentation and dual cultural expectations. Here’s how executive coaching benefits Latina professionals:
Executive coaching focuses on developing core leadership skills, such as strategic thinking, emotional intelligence, and effective communication. Latina professionals, who may experience self-doubt due to cultural and societal biases, can benefit from coaching by gaining greater self-awareness and confidence in their abilities. Coaching helps them leverage their strengths while working on areas of improvement, leading to a more authentic and impactful leadership style.
Latinas often encounter cultural barriers that can limit their career advancement, such as the expectation of humility and deference in professional settings. This request for humility in women extends past Latinas with the current Vice President and Presidential nominee Kamal Harris just this week being asked about showing up with humility. An executive coach can help identify and dismantle these internalized and often external and projected misogynistic norms, encouraging Latina leaders to voice their opinions, advocate for themselves, and embrace a leadership presence that commands respect. Additionally, coaches can offer strategies to navigate systemic challenges, such as bias and lack of sponsorship, providing Latinas with tools to assert their value in the workplace.
The experience of bias and microaggressions in the workplace is a common barrier for many Latina professionals. Coaching offers a safe space for Latinas to process these experiences and develop resilience strategies. Coaches can help them reframe negative encounters, practice self-compassion, and develop a personal narrative that emphasizes their strengths and successes despite adversity.
Many Latinas struggle with balancing their cultural identity and the expectations of corporate culture. Coaching helps Latina professionals embrace their cultural heritage as an asset and encourages them to bring their authentic selves to work. This authenticity fosters greater engagement and satisfaction, as Latina leaders feel empowered to contribute their diverse perspectives to their organizations.
As Latinas ascend to higher leadership positions, they serve as role models and advocates for others in the community. Coaching prepares them not just to lead, but to mentor and lift up other Latinas, creating a positive cycle of representation and empowerment. The more Latina professionals in senior roles, the more the cultural narrative shifts, making it easier for future generations to see themselves in leadership.
A study from the Hispanic Association on Corporate Responsibility (HACR) revealed that Latinas who engage in coaching report higher levels of confidence, greater clarity in their career direction, and improved relationships with their peers and superiors. Companies that invest in coaching for their Latina employees also benefit from increased employee retention and engagement, as these leaders become more aligned with their roles and the organizational mission.
It is necessary to address systemic issues for progress, so as not to burden the individual with clearing barriers and obstacles that are beyond one person’s control. Addressing these disparities requires companies to implement more structured mentorship programs, track Latina representation at all levels, and create inclusive cultures that consider the unique challenges Latinas face.
By Nicki Gilmour, Executive Leadership Coach, Founder and CEO of theglasshammer.com
Yasmine Coupal: Partner, Goldman Sachs
People, Voices of ExperienceCoupal’s career is a testament to the power of embracing the unexpected. Born and raised in Venezuela, she initially set her sights on economic development, education policy in particular, planning to return to Latin America after completing undergraduate and graduate degrees in Economics and International Policy at Stanford. But a surprising detour into finance changed everything.
After graduation, a friend who was working at Goldman Sachs recommended she interview for a role on the Latin America credit team and Coupal was impressed with the people she interviewed with.
“It was too compelling of an offer to pass up, even though it meant adjusting my plans to return to Venezuela to be with my then boyfriend, now husband of 19 years.” She remembers, “long story short, I took the job in 2004, and he moved to New York instead.”
Yasmine thrived at Goldman as an analyst on the Latin America and Natural Resources credit risk team. Coupal states that she loved to travel across the region and while on a business trip in Argentina in 2007, she met a VP that ultimately convinced her to join the capital markets team as an associate. She then shifted her coverage from Latin America to domestic industrial companies.
“I wasn’t looking for a move, but I knew it was time for a challenge and to try something new.”
It was Coupal’s unwavering openness to new challenges that propelled her advancement from an internal facing role in Credit Risk to a client facing role in Capital Markets. However, it was the personal decision to relocate to San Francisco with her husband that proved to be a turning point in her career. Taking the risk to leave the financial hub of New York and follow her heart, Coupal found herself in the midst of Silicon Valley’s booming tech scene. Leveraging her unique position of being on the ground to meet with large cap tech clients, Coupal built relationships, knowledge and experience with TMT (Technology, Media and Telecommunications) clients while still very much covering her sector of industrial and real estate companies for the bank.
Ultimately, when the Managing Director for TMT debt capital markets retired in 2014, Coupal raised her hand and was selected to lead the team due to the strong relationships she had built with clients on the West Coast. In fact, she made Managing Director in 2015 and in 2018, the firm officially created the West Coast Financing Team. Along with Will Connelly, Coupal was named Co-Head and after growing and guiding the team through the pandemic, Yasmine made partner in 2020.
She reflects, “there will be moments in your career when you’ll need to make decisions based on what aligns with your professional goals and then there are moments when personal priorities are more important. Sometimes it involves taking risks, even when the outcome is uncertain. Ultimately, finding the right balance that works for you is key.”
Never one to get too comfortable, Coupal made another bold move two years later in 2022, stepping into an investment banking role where she leads coverage of large cap technology companies. Driven by her constant quest for growth and her ability to turn every opportunity into a success, Coupal is excited to keep pushing her boundaries and challenge herself as she continues as a leader at Goldman Sachs.
Investing in Relationships
When Coupal first interviewed at Goldman, it was the people she met who ignited her excitement about joining the firm. Even today, the connections she built at the firm throughout her career remain a driving force in her sense of fulfillment at work as she notes, “you’re not going to really love the job or be successful if you don’t like the people that you work with.”
In addition to making the work more enjoyable, building relationships also expands one’s network. Coupal advocates for taking the time and effort to establish those connections, particularly through in-person opportunities like meeting for coffee.
“You need to invest in your network. It’s important to have a goal of setting up an in-person catch up with someone that you work with every single week because it allows for people to get to know you as a person, so that you’re not just a name on the other side of an email.”
The value of investing that time is multifold as it creates a sense of support, opens opportunities to learn from others, and engenders loyalty to each other and the firm.
“As people understand your interests, give you feedback and see that you’re performing, you automatically get new opportunities. It becomes this reciprocal cycle that leads to success,” says Coupal. “It’s also the glue that keeps people at the firm. One of the reasons I’ve stayed so long is because I have people that I admire who have invested in me. It creates a sense of loyalty.”
Mentorship is Reciprocal
In thinking about the significance of finding inspiration and support, Coupal points to one of her mentors, Susie Scher, as pivotal to her leadership development.
Coupal shares, “Susie was instrumental in my growth at Goldman Sachs from the associate level to Vice President, Managing Director and ultimately, Partner. In essence, she saw me grow up at Goldman Sachs. She is someone who identified my talent, invested in it, and was courageous enough to give me a lot of responsibility.”
Having the experience of a mentor who believed in her engenders a deep commitment for Coupal to pay it forward and be that support for others.
“It begins with how I develop my team and invest in them, placing a strong emphasis on feedback. I focus on building genuine relationships, getting to know who they are, their skills, their ambitions, and identifying the potential in them that they may not yet have recognized.”
Extending her influence beyond her direct reports, Coupal participates in formal mentorship programs at Goldman while also being open to informal connections when people reach out to her for guidance. In either circumstance, Coupal emphasizes, “mentoring is a two-way relationship, it requires both sides to equally invest. I might want to mentor as many people as I can, but if the other side is not reciprocating and wanting to develop that relationship, there’s only so far that I can go.”
Reflecting on where sponsorship fits within the framework of support and building relationships, Coupal believes that mentorship and sponsorship go hand in hand as the roles can shift and change as people move through the firm.
“It’s fluid. A mentor can become a sponsor, or vice versa, but the key to success lies not just in getting to know you personally, but in working with you. It’s that combination that makes the relationship most effective.”
Champion your Uniqueness
In addition to being an avid mentor and sponsor, Coupal supports diversity and inclusion efforts, participating in speaking engagements and hosting sessions that provide an opportunity for female talent at the firm to talk candidly about their experiences. One theme that she strives to convey to junior analysts is, “be your genuine self. Don’t try to be someone else. Don’t try to fit a mold that you think is the key to success.”
As a Latina woman excelling in the financial industry, Coupal speaks to how she champions her uniqueness and sees it as an asset.
“Being a subject matter expert while being a woman and Latina differentiates me, makes me unique and memorable, and many times allows me to connect with clients on a different level. Establishing these deep connections and trust has been critical in my career and allowed me to build and foster relationships I wouldn’t have had otherwise.”
Beyond recognizing the power of authenticity, Coupal emphasizes that adaptability and a willingness to step outside one’s comfort zone are instrumental to career development.
“Success in one stage of your career may not guarantee success in the next. Staying humble, seeking advice, thinking ahead, and remaining flexible when plans change is key.”
She continues, “be comfortable being uncomfortable. When you start feeling too comfortable, it’s a signal to challenge yourself with something new. It keeps you on your toes and ensures continuous growth.”
Outside of work, Coupal is eager to instill in her children the same curiosity and openness to new experiences that have shaped her own journey, especially through travel. “One of our greatest joys is taking our kids to explore different countries, cultures, and cuisines,” she says. Passionate about family time, Coupal loves spending weekends cheering at soccer games or unwinding together with a backyard barbecue.
By Jessica Robaire
Kelly Odenheimer: Vice President, Global Customer Care, ETS
Movers and Shakers, PeopleOdenheimer is a leader who believes that true success and fulfillment come from more than just professional milestones. She shares how cultivating deep connections, embracing difficult conversations with confidence, and offering genuine support are the cornerstones of her approach to making a meaningful impact in both her career and personal life.
Driven by Connection
With a thirty-year tenure at ETS, Odenheimer emphasizes the importance of finding meaningful connections in her work as the key to a successful and fulfilling career. From her beginnings as a temp reconciling bubble answer sheets to working in executive communications, marketing and sales, Odenheimer consistently sought to understand how her role contributed to helping others. Now as the head of ETS’ global customer care team, she continues to prioritize the impact of her work, striving to ensure that every interaction adds value and supports the success of both her team and the customers they serve.
“In my current role, I work with organizations in the US and India, fostering global connections with people who are all working towards the same goal. My focus is on aligning teams, getting everyone on the same page, and motivating them to achieve our shared objectives.”
Odenheimer highlights kindness and a willingness to listen as integral to building those connections.
“Sometimes we forget as we climb the corporate ladder the importance of listening. While we may feel compelled to speak up in meetings to maintain our presence or appear to provide value, there is so much more benefit in listening.”
A leader who prioritizes listening and seeks to offer help first not only builds strong relationships but also fosters a shared sense of unity and collaboration.
“I always say, ‘I can’t do it all, but I can give it my all.’ That’s why it’s crucial for me to engage the right people and build relationships rooted in kindness and authenticity, so they feel inspired to give it their all too.”
Global Leadership is About Transparency and Trust
As a leader in a global role, Odenheimer emphasizes building a foundation of mutual respect, transparency, and trust, to collaborate across cultures and time zones. In working with her team in India and managing the nine and a half-hour time difference, Odenheimer notes, “I start early so they don’t have to stay late.” She also points to the importance of making the effort to travel and meet the team in person.
“You cannot operate as a global leader if you’ve never been to the places where the people you have supporting you live and work. You will never make the connection you need to make that will allow everyone to be successful.”
Odenheimer notes that traveling to meet global teams in person also gives her the opportunity to understand the cultural differences in what motivates a team in India versus a team in the US.
“I can’t expect to fully understand what motivates people in Hyderabad or Kolkata while sitting in New Jersey. I need to follow their lead and trust their insights, just as they trust me. And I genuinely enjoy it—now, when I visit, we hold rewards and recognition ceremonies, which are deeply valued in their culture.”
Knowing how much recognition is culturally meaningful to the team in India, Odenheimer makes a monthly habit of sending thank you emails to people identified as going above and beyond. She shares how this seemingly small gesture can have a profound impact, as she’s been greeted with hugs from team members there, expressing heartfelt gratitude for a simple note she sent months earlier.
Mentorship with Perspective
For Odenheimer, mentorship is another element of leadership that aligns with her deep commitment to building relationships and empowering others. As a mentor of staff in ETS’s mentorship program, Odenheimer finds that mentorship goes beyond just offering advice; it’s about forging genuine connections and understanding the unique perspectives of those she mentors.
“Mentorship isn’t a one-size-fits-all activity,” she explains. “Each person brings their own strengths and weaknesses, and my role is to help them recognize these qualities, understand their implications, and consider alternative approaches without compromising their authenticity.”
Odenheimer is also involved in diversity, equity, and inclusion programs and is a co-executive sponsor of the LGBTQ+ group, which is important to her as the mother of a transgender child. Outside of work, she volunteered to coach her (at the time) daughter’s lacrosse team when she realized that there were no female lacrosse coaches for this team on the sidelines. As she recalls, “it was so important for me that those girls saw a woman step up and do something that only a man had done before and for my child to feel supported.” In all these experiences she has seen firsthand how providing a listening ear, being present, and showing up to offer support can make a meaningful difference.
“The essence of mentorship is putting yourself in someone else’s shoes—truly seeing the world from their perspective—so you can guide them more effectively. Whether in a professional setting or coaching a lacrosse team, it’s never about you; it’s about helping others navigate their paths by understanding where they are coming from.”
The Hard Conversations are Worth it
In addition to her passion for fostering connections, Odenheimer believes effective leadership involves embracing the hard conversations and confidently using one’s voice to drive change. Odenheimer reflects on how these values were ingrained in her from an early age; as the eldest of three siblings, she often found herself in the position of initiating difficult discussions.
“I was always the one who had to have the hard conversations,” she recalls. “It taught me very early on the importance of being authentic and transparent in order to see positive change.”
This early experience shaped her approach as a leader, where she emphasizes the necessity of having tough conversations in the boardroom.
“If we grow up shying away from hard conversations, it’s hard to suddenly start having them,” she notes. “But if you’re able to practice it your whole life, it makes it a little easier to walk into those rooms with a confident voice.”
For Odenheimer, using her voice has been key to her personal and professional growth. “Finding my voice to ask for more for myself—whether it’s more responsibility, a different title, or more opportunity—has been crucial. I took ownership of the path I went on, and I did that with my actions and my voice.” She believes that this is how people find true success, not just by climbing the corporate ladder, but by achieving satisfaction in life.
“The most pivotal moments,” she reflects, “are probably when I realized my voice could be heard. You keep speaking and someone will listen.”
Balancing Family and Personal Fulfillment
Odenheimer’s dedication to building connections and offering support is just as evident in her personal life as it is in her professional one. She shares, “supporting and experiencing things with my kids is what I value most. Whether it’s the journey I’ve gone on with my oldest and him finding his true self to helping my younger son figure out what college he wants to go to, supporting and being with my family has always been extremely important to me.”
As both her children played competitive travel lacrosse, Odenheimer spent every weekend throughout the summer traveling to games and cheering from the sidelines. Now that she is facing an empty nest with her youngest on his way to college, she is beginning to explore what else she might find fulfilling, including learning how to crochet.
“I am thrilled to find out what brings me peace, joy, and excitement in this next part of my journey.”
By Jessica Robaire
The Key to Executive Presence: Emotional Intelligence
Career Advice, Career Tip of the Week!In this article, we’ll explore why emotional intelligence is essential for executive presence and examine insights from prominent authors and researchers on the subject and share with you their work so that you can choose your own adventure on your own leadership development. If you are a leader who wants to work with one of theglasshammer.com’s executive or leadership coaches on this very topic of executive presence or gravitas- we have a range of professional coaches to choose from. Book here for an exploratory chat with Nicki our head coach and she can tell you more about pricing and who in the cadre would best suit your needs (and level).
What is Executive Presence?
Executive presence is often described as the combination of gravitas, communication skills, and appearance that enables a leader to command attention and influence others. Here are the academics and authors who have opined over the past twenty years on how to have executive presence and what it actually is since for many years, it was merely a thinly guised call for women to assimilate to legacy male behavior.
Sylvia Ann Hewlett, in her book “Executive Presence: The Missing Link Between Merit and Success,” defines executive presence as “the ability to project gravitas—confidence, poise under pressure, decisiveness; communication—speaking skills, assertiveness, and the ability to read an audience; and appearance.” While these elements are crucial, they are deeply influenced by a leader’s emotional intelligence.
Daniel Goleman, one of the foremost authorities on emotional intelligence, argues that leadership success is more about emotional intelligence than technical skills. In his seminal work, “Emotional Intelligence: Why It Can Matter More Than IQ,” Goleman explains that emotionally intelligent leaders can manage their own emotions, navigate social complexities, and make better decisions. All of these skills are fundamental to projecting executive presence.
Goleman’s emotional intelligence framework comprises four domains and twelve competencies, which directly enhance executive presence:
Gravitas and Emotional Intelligence
Gravitas—the ability to command respect and inspire trust—is one of the most important elements of executive presence. However, true gravitas doesn’t come from being domineering or aloof. It comes from a place of self-assurance, empathy, and calmness, all of which are rooted in emotional intelligence.
Rebecca Newton, author of “Authentic Gravitas: Who Stands Out and Why,” highlights that authentic gravitas is about “the ability to lead and inspire others while remaining true to yourself.” This authenticity comes from emotional intelligence, particularly self-awareness and empathy. Leaders who are in tune with their emotions and those of others are better able to manage conflict, make thoughtful decisions, and create a sense of trust and stability—all hallmarks of gravitas. Theglasshammer.com endorses this source and is a book that is often recommended when we coach executives looking for some practical “how to” ideas as it doesn’t focus on superficial traits like power posturing or image management. Instead, Newton argues that true gravitas comes from within and is grounded in substance, credibility, and the ability to connect with others.
Key Themes:
Communication and Emotional Intelligence
Effective communication is another core pillar of executive presence. Leaders with strong emotional intelligence are better communicators because they can tailor their message to resonate with different audiences and navigate difficult conversations with ease.
Amy Cuddy, in her book “Presence: Bringing Your Boldest Self to Your Biggest Challenges,” emphasizes that leaders who exhibit presence communicate in a way that makes others feel understood and valued. Emotional intelligence enhances a leader’s ability to read the room, adapt their communication style, and respond with empathy—critical skills for projecting authority and trustworthiness.
Emotional intelligence also helps leaders master nonverbal communication, a key aspect of executive presence. Research by Carol Kinsey Goman, author of “The Silent Language of Leaders,” shows that emotionally intelligent leaders use body language effectively to project confidence, openness, and authority. Goman argues that “leaders who are aware of the nonverbal cues they send and how they align with their words are perceived as more authentic and trustworthy.”
Empathy and Connection
While gravitas and communication help leaders project authority, empathy is what enables them to connect with others. Executive presence is not just about being seen as capable; it’s about making others feel heard, understood, and respected. This is where emotional intelligence truly shines.
Emotional Intelligence as the Foundation of Executive Presence
While executive presence is often associated with outward behaviors—how one speaks, dresses, or carries themselves—its true foundation lies in emotional intelligence. Leaders who possess high emotional intelligence can project gravitas, communicate effectively, and connect with others on a deeper level. They are self-aware, empathetic, and composed under pressure, all of which are essential traits for cultivating executive presence. By cultivating emotional intelligence, leaders can develop a more authentic, impactful executive presence that resonates with others and drives lasting success.
By Nicki Gilmour, executive leadership coach and founder and CEO of theglasshammer.com
Rachel Goldin Jinich: Head of Specialty Real Estate Finance, Wells Fargo Commercial Real Estate
Movers and Shakers, PeopleJinich exemplifies the drive to seize opportunities and master her craft amidst challenges. She reflects on how her authentic leadership style, commitment to growth, and dedication to supporting diverse talent and fostering a collaborative culture have defined her career.
Running Towards the Fire
From the beginning of her career, Jinich ran towards opportunity. Pivoting from an undergraduate degree in political science and Spanish literature, Jinich studied finance in graduate school, finding a passion for commercial real estate. Jumping at the chance to get experience on the lending side of real estate, Jinich joined the Wells Fargo commercial real estate team in 2006 in Boston, where only two years later she quickly learned how to weather a volatile market in the wake of the 2008 financial crisis. Reaching out to her mentor and asking to join a new group dedicated to handling distressed debt workouts, Jinich gained valuable experience and established long-lasting connections throughout the firm.
“There is no better time than during a crisis to truly master your craft and discover what you still need to learn. I had the privilege of working with incredibly talented individuals, many of whom are still with Wells Fargo today and with whom I continue to collaborate frequently.”
Always looking for growth opportunities and embracing challenges, Jinich continued to broaden her skillset in commercial real estate, working across various groups including Real Estate Merchant Banking, Special Situations, Hospitality Finance, and Specialty Capital, where she started a specialized lending group for data centers. Her breadth of experience and proven track record positioned Jinich to seamlessly assume the leadership role of her predecessor, becoming the head of Specialty Real Estate Finance (SREF) last year, with responsibility overseeing lodging and leisure, data centers, healthcare real estate, and manufactured housing.
“I am thrilled to lead this talented team focused on some of the most exciting sectors across real estate.”
Leading with a Growth Mindset
Jinich’s approach to seeking growth opportunities not only propels her career advancement, but also defines her leadership style. She notes that being open to learning from others and drawing on their expertise is an important element of how she shows up as a leader.
“It’s having a healthy dose of humility and a growth mindset in order to learn from the people around you. Put your ego aside, be a willing student and ask questions.”
Jinich also emphasizes authenticity as key to effective leadership, particularly as it engenders trust and respect from the team.
“Being candid resonates with people because they know whatever it is, they can trust that you will be transparent and direct.”
Jinich appreciates the authentic leadership style of her own manager, Kara McShane, head of Commercial Real Estate, and hopes to emulate that with her team.
“I believe people will respond positively to you if they see that you genuinely care about them, are invested in their success, and the team’s success.”
Finding Support in the Wells Fargo Culture
Jinich attributes Wells Fargo’s culture as a big contributor to her ability to lead authentically, including feeling comfortable sharing when she does not have all the answers. She finds the thread of being humble and willing to ask clarifying questions woven throughout the organization’s leadership.
“What I truly appreciate about our culture is that even our most senior leaders can participate in calls and ask fundamental questions about the deal, the client, or the underwriting process without hesitation.”
She continues, “When I look at people who I respect and admire and see their ability to admit they don’t have the answers, and to learn and draw on the experience of others – that is the secret sauce.”
Jinich also highlights the emphasis on a team mentality as a particularly supportive aspect of the Wells Fargo culture.
“People understand that you win together. When someone new joins, people invest the time in educating and helping them because in the end we are all just trying to get the best outcomes for our clients while supporting the team.”
As a leader, Jinich hopes to continue facilitating an atmosphere of collaboration, as she feels it is a unique and important element of Wells Fargo’s culture.
Creating a Team Culture that Elevates
Jinich is thoughtful about the culture she wants to create for her team, and how she aims to model that in her leadership style. As a leader in a business that traditionally has fewer women in leadership roles, she is dedicated to supporting diverse talent.
“I’ve had a lot of support throughout my career to continue to advance and I want to make sure that everyone in my organization feels like they have a shot to get the big job, to win the big deal, and to be successful. Representation matters and Wells has incredible women in leadership positions and in the talent pipeline”
She continues, “I want to make sure that there are many women behind me who have that same opportunity and that we’re creating career paths.”
For Jinich, elevating others involves providing the constructive feedback they need to improve and advance emphasizing, “it’s making sure that same level of feedback is available to all of our employees.” She aims to foster a culture that encourages ongoing dialogue by addressing actionable feedback promptly rather than waiting for mid-year reviews.
“Although it can at times be uncomfortable, people are receptive and crave that input. I want that feedback, too. I don’t expect it to be a one-way communication. I want to create a culture where people feel comfortable speaking up.”
Setting Boundaries for Success
Navigating a fulfilling career and motherhood, Jinich understands that balancing time and energy between one’s personal and professional life is challenging. She acknowledges, “sometimes it’s going well and you feel like you’re nailing it on every level and then there are days where you feel like you’re failing at everything.” She continues, “I’ve had to learn to say no to things that aren’t important in my personal and professional life, so I can say yes to what truly matters.”
As a leader, she aims to create a culture that emphasizes setting boundaries, encouraging her team to take the time they need or ask for resources to avoid burnout. She wants to be sure that balance is available, promoted, and supported for everybody.
Jinich finds balance outside of work by embracing the outdoors, whether she’s cycling with her kids or volunteering on the board of a nonprofit summer camp. She believes that being in nature and staying active are essential for self-care, enabling her to better support others.
“Whether it’s your son’s baseball game or a Pilates class, wherever you are in life, and whatever you have going on at home, setting boundaries is important. It’s the key to a sustainable career.”
By Jessica Robaire
Why Leadership Coaching Matters for Women: Elevating Potential and Driving Impact
Career AdviceTransitioning from Execution to Strategy
Advancing in leadership often requires moving beyond the direct execution of tasks and projects, demanding more strategic thinking, influence, and team leadership. The challenge becomes less about proving one’s ability to do the work and more about driving the broader vision forward. It’s about expanding influence rather than just increasing output.
Leadership coaching plays a crucial role in helping women navigate this transition with confidence. It focuses on developing a broader perspective, understanding the bigger picture, and aligning individual and team efforts with organizational goals. Coaching provides the tools to shift from a mindset of “getting things done” to one of “driving impact,” enabling women to step into roles where they can influence the direction of their teams and organizations. By working with a coach to identify and leverage their unique strengths, women can transition from being doers to visionary leaders who empower others and drive systemic change.
Navigating Organizational Politics and Power Dynamics
As women ascend the corporate ladder, they encounter a more complex landscape where power dynamics, unspoken rules, and organizational politics become increasingly significant. Research indicates that women, particularly in male-dominated environments, face unique challenges that can hinder their advancement. This includes navigating gender biases, stereotypes, and the intricacies of organizational politics, which are often critical to career progression but are not always transparent. Successfully navigating this environment requires a nuanced understanding of these elements.
A leadership coach can help explore these intricacies of organizational life, supporting women in developing the political acumen needed to lead with influence, build supportive coalitions, and advance their objectives. By honing these skills, women can more effectively navigate the informal and politically charged decision-making processes within their organizations, thus enhancing their ability to lead and drive change.
Strengthening Executive Presence
Executive presence—an amalgamation of confidence, poise, and the ability to command a room—becomes a critical skill for women mid-career. Developing this presence isn’t about imitating others; it’s about discovering and amplifying one’s authentic voice.
Leadership coaching helps women refine their communication style, master the art of influence, and project confidence and authority in every interaction. This skill set is essential for those aspiring to higher leadership roles, as it distinguishes those who are heard and respected from those who have yet to find the power of their voice.
Enhancing Emotional Intelligence for Leadership Excellence
As responsibilities grow, so does the need for emotional intelligence—the ability to understand and manage one’s own emotions, as well as those of others. Effective leadership is about more than just decision-making; it’s about inspiring confidence, managing high-stakes relationships, and leading teams with empathy and understanding.
Working with a leadership coach can provide the space to develop and enhance emotional intelligence, equipping women with the skills to handle difficult conversations, manage stress, and lead with empathy and understanding. Emotional intelligence is not just a “nice-to-have” skill; it’s a strategic advantage that can make all the difference in a leader’s ability to build trust, foster collaboration, and drive high performance.
Addressing Work-Life Integration
Balancing career advancement with personal life challenges becomes increasingly important as women progress in their careers. It’s not just about finding balance, but about integrating work and life in a way that makes both fulfilling.
A leadership coach can address work-life integration, helping women develop strategies for managing their time, energy, and priorities. By setting boundaries, delegating effectively, and making intentional choices aligned with their values, women can sustain their success over the long term without sacrificing their well-being.
Mentoring and Sponsorship: Paying It Forward
As women advance in their careers, many begin to mentor and sponsor others, supporting the next generation of talent. Many organizations offer formal mentorship programs, which can create more equitable opportunities than informal mentorship, particularly if mentors are trained on how to create those connections. Building the necessary skills to be effective as a mentor or sponsor is a valuable part of leadership development for women who want to pay it forward.
Leadership coaching emphasizes the importance of mentoring and sponsorship, equipping women with the skills and mindset to be effective in these roles. This not only helps create a more inclusive and supportive organizational culture but also strengthens the leadership capabilities of those who mentor. By investing in others, women leaders can multiply their impact and leave a lasting legacy.
Take that Next Step
Leadership coaching is about more than just advancing—it’s about elevating women’s leadership potential and expanding their impact. By helping them navigate the intricate dynamics of organizational life and harness their influence, coaching empowers women to make the leap from execution to strategic leadership. It builds executive presence, refines emotional intelligence, and provides the framework to lead with both confidence and empathy. Additionally, coaching aids in harmonizing professional ambitions with personal values, fostering a sustainable approach to long-term success.
For those ready to embark on this transformative leadership journey, partnering with a seasoned professional like Nicki Gilmour, Founder of theglasshammer.com, can make all the difference. With a foundation in social-organizational psychology and a dedicated team of experts, Nicki delivers tailored coaching programs that accelerate both career growth and leadership development, paving the way for meaningful impact. You can book into Nicki’s calendar here for an exploratory coaching session.
By Jessica Robaire
Danielle Navarro: Portfolio Manager, PGIM Fixed Income
Movers and Shakers, PeopleEmbodying a growth mindset, Navarro reflects on how she finds opportunity in challenges, pushes herself to step out of her comfort zone and looks for ways to learn from and support others.
Turning challenges into opportunities
Navarro’s ability to turn obstacles into advantages was evident early in her career. Despite graduating college during the financial crisis of 2008, Navarro adapted to the challenging job market and prioritized staying near her family by remaining flexible and open to the types of roles she was interested in, but she wanted to ensure the role she took highlighted her math and economics background, leading her to accept a role at PGIM in the Data Integrity Group. This gave her the opportunity to learn more about fixed income.
Always eager to build her skills, Navarro later enrolled in the Chartered Financial Analyst (CFA) program and pursued a master’s degree in statistics at Columbia University, dedicating nights and weekends to enhancing her skills and knowledge. She also explored other paths at PGIM, volunteering for projects that allowed her to work cross-functionally.
“Thanks to a great manager who was open to hearing what I was interested in, I gained exposure to various roles within the firm, which helped me discover my passion and identify what truly suited me.”
Finding excitement in the dynamic nature of the investment side of the business, Navarro moved into corporate credit, ultimately advancing into her current role at PGIM as a portfolio manager on the investment grade corporate desk. No two days are alike, she says, which keeps her energized and ensures her analytical and problem-solving skills remain sharp while finding the best solutions for clients.
Staying curious
Beyond turning obstacles – like starting a job during the financial crisis, being a female in a male-dominated field and juggling four maternity leaves – into opportunities, Navarro cites curiosity and her openness to learning from others as keys to her career development.
“My commitment to hard work helped me connect with key mentors. My drive and curiosity made me stand out, so when opportunities arose, I was considered because of my active involvement and genuine enthusiasm.”
She highlights PGIM’s collaborative culture as ideal for building connections and learning from seasoned colleagues who understand what it takes to succeed.
“Successful people often excel in their careers because they genuinely love their work. It’s important to ask questions to learn from their experiences and understand their long-term success. At PGIM, you can seek advice from anyone, regardless of their level or asset class, and gain significant insights.”
Embracing discomfort to grow
Another one of Navarro’s guiding principles is her commitment to learning and broadening her skillset.
“There is always room for growth. Make it a habit to read newspapers, watch various news outlets and seek out diverse opinions and perspectives. Not only will you expand your knowledge, but you will also better understand and navigate different situations and draw informed conclusions.”
Growth can also come from pushing outside one’s comfort zone and helping others push beyond theirs. Navarro says she is naturally introverted, but thanks to mentors and managers who helped draw her out of her shell and asked her opinion in meetings, she gained confidence. Recently, she pushed her limits by speaking at a conference in front of one hundred people.
Reflecting on her decision to speak, she says, “In situations where you feel out of your comfort zone, reminding yourself that you possess the knowledge and capabilities can often benefit you in the long run.”
Being a woman in a male-dominated industry
Navarro recognizes the challenge of being a woman in a male-dominated field. Being the only woman in the room was awkward at first, but she quickly realized that she could use it to her advantage. “When you’re in a meeting, and you’re the only one that looks different, people remember what you say.”
Navarro identifies connecting with other women on the trading floor as valuable in navigating a male-dominated environment. She looks to support women in their journey, so they don’t feel like they’re alone, particularly in figuring out how to manage the momentum of the investment side when starting a family.
“I make it a point to reach out to women who are not only working to grow their careers, but their families as well, reassuring them that they can do both.” She continues, “This life change doesn’t diminish their professional abilities; it’s simply an addition to their lives. Having four children myself, I can share my experiences and offer support from a place of understanding.”
As the investment side is characterized by frequent change and a sense of urgency to talk to people in the market daily, Navarro is realistic that it takes time to come back from maternity leave and make those connections again. However, the short-term nature of the business also has its advantages, she notes. “After a couple weeks of daily interactions, they’re going to forget that you were ever gone – it’s easier to reintegrate than you think.”
Inspired and inspiring
For Navarro, family is paramount, and her career drive stems not only from her desire to show her children that a woman can achieve anything, but also from the inspiration she finds from her father’s career journey. Coming from humble beginnings and putting both Navarro and her twin sister through college, Navarro’s father demonstrated that education, perseverance and hard work can change your trajectory.
“He will always inspire me. Whenever I need a boost, I reflect on how he accomplished his goals through sheer determination and hard work. His success is a testament that if you believe you can – you will.”
As a mother of four, Navarro hopes to similarly inspire her children. Thanks to PGIM’s hybrid work policy, Navarro’s children get to see firsthand how she manages a fulfilling career and family life. As both Navarro and her husband work for PGIM in similar capacities, she emphasizes, “I hope that they see that both men and women can achieve the same successes, working equally hard.”
Navarro draws lessons from the successes of others and her own missteps, consistently striving to evolve and develop.
Both in investing and her personal life, Navarro emphasizes, “All these rough patches that you enter are temporary.” She continues, “Rely on your strengths and remind yourself that you have the capability to figure this out. You’ve successfully navigated similar challenges before. Focus on what is most beneficial moving ahead.”
By Jessica Robaire
Kendra Lee: Chairman and CEO, Merichem
People, Voices of ExperienceLee shares how her willingness to take risks, embrace new opportunities, and have the confidence of her convictions not only shaped her career trajectory, but continues to guide her as a leader.
From Lab Tech to CEO
Upon graduating from Texas A&M with a marine sciences degree, Lee never anticipated a career in the chemicals industry. Typically, her field required pursuing a graduate degree, but she was eager to start working and wanted a break from school. Merichem, a family company founded by her grandfather in 1945, offered her an unexpected opportunity – a lab technician role.
However, she quickly realized that lab work was not her passion, and when an internal sales position opened, she seized the chance to explore a different path that better aligned with her interests. Concurrently, she decided to earn an MBA to build a stronger business foundation. As she was completing her MBA, her grandfather passed away, and Merichem’s leadership transitioned to her cousin. Lee credits her cousin with recognizing her strengths and guiding her from sales to finance, hinting at her potential for future leadership.
“I recognized later that by encouraging me to get experience in corporate finance, he was preparing me with the skills and knowledge needed to one day assume leadership of the company.”
Lee’s readiness to embrace new challenges and build her skill set eventually led to her becoming Chairman and CEO in 2013. In leading Merichem, Lee is thrilled to continue the legacy of sustainability that is at the core of what the company does.
“From as early as 1945 Merichem has been focused on taking products that would otherwise be classified as hazardous waste and cleaning them up or reusing them to make them better for the overall environment, fitting a need for the industry.”
Leading Change for Business Growth
Lee’s entrepreneurial spirit shines through as she fearlessly leads change at the company, knowing it’s essential for business growth and adapting to industry needs.
“It’s about having the right leadership team to drive change, addressing operational issues for greater efficiency, and implementing necessary adjustments despite initial resistance. Ultimately, people realize these changes are beneficial. I see myself as a change agent who enjoys looking for ways to improve and then executing those processes.”
Lee recognizes that change can come with uncertainty, but she is energized by navigating the unknown to get to an outcome that is better for the business. For example, Lee recently led the divestiture of a part of the business that removed sulfur compounds from liquids to help provide cleaner fuel sources in the petrochemical industry.
She explains, “part of the reason we divested was because we recognized the business’ growth potential and importance, but Merichem was not the right owner. It needed new ownership to be able to grow and take advantage of its place as one of the leaders in removing sulfur within the oil and gas space.”
Taking Risks and Trusting in Yourself
Lee’s willingness to take risks and embrace new opportunities served her well in progressing from lab tech to CEO and clearly continues to drive her as a leader.
She advocates, “you have to take that risk. Be willing to trust in yourself and know that you can figure it out. Because otherwise you become paralyzed, and you won’t take that next step.”
Taking the leap to try something new also creates momentum in building the skills to get to the next level.
“You’re never going to get more experience or broaden your skill set if you don’t say, ‘I’ve got to do this. I’ve proven to myself I can learn things, so let’s try it.’ It’s trusting in yourself.”
Lee notes that trusting in herself also builds confidence, an important element of leadership development.
“I have a strong self-confidence that comes across, even though I’m not inclined to self-promotion. My confidence helps in addressing difficult subjects head-on with clarity, admitting when I don’t know something, which adds value and credibility.”
As a woman leader in the male-dominated industry of oil and gas, Lee shares that it took time and experience for her to build that confidence when walking into spaces where she was one of the only women. She adds, “as I’ve gotten older, I’ve come to acknowledge my strengths and talents, and can say, ‘it doesn’t matter that I’m a woman, I have just as much to contribute to the conversation as a man does’.”
Being a Leader who Listens
Lee is a collaborative leader who listens to her team and makes a point of cultivating an environment where they feel safe to give honest feedback. She finds that it is essential to have that space for dialogue to get the best ideas out there to make an informed decision.
“One thing I learned very early on is that I’m not the smartest person in the room. And while the decision may be mine to take, there is a lot of other valuable input that I need to hear and consider before I decide. In the end it will help me make a better decision.”
Creating a culture that allows for constructive feedback and even disagreement is important to Lee. Beyond being an active listener, Lee takes the perspective that “opinions are never wrong as it’s all shaped by how we see the world and where we were raised…it’s acknowledging that there is validity to what people are saying, even if it may not be the right answer at the right time.”
Lee also looks for a diversity of opinion and is intentional in creating a team that reflects many viewpoints.
“The more diversity you can get in that thought group, whether it’s gender, race, or ethnicity. the better your decisions because everybody comes at it a little bit differently.”
Passionate about Community and Family
Outside of work, Lee is deeply committed to her community. She serves on the board of Kids Meals, a non-profit organization that provides daily free lunches to children under five who experience food insecurity, as they are not yet part of the school system.
“Currently, they’re serving about 8,000 children a day. It’s remarkable the impact they can have on the community, helping to set these kids up for success when they do get to school,” she notes.
In addition to her community involvement, Lee manages a busy schedule with her active teenagers. She is grateful for the support of nearby family members who assist in getting her children to their activities when she or her husband are in meetings or traveling. Despite her demanding role as a company executive, she reflects, “It’s the same amount of stress as any working parent faces. Having a C-suite title does not make it any more difficult.”
To unwind, Lee enjoys vacationing with her family, cooking, and gardening.
By Jessica Robaire
Su Lin Wee: Executive Director, Head of Asset Management, Southeast Asia, Hong Kong & China, PGIM Real Estate
People, Voices of ExperienceWee, who is based in Singapore, delves into the foundational experiences that influenced her approach to leadership and her dedication to uplifting others – especially women.
From architecture to asset management
From the outset of her career, Wee has been inspired by strong women leaders. After earning her master’s in architecture, she joined Singapore’s Urban Redevelopment Authority (URA) and played a key role in shaping the modern urban landscape of Singapore’s historically-rich Bras Basah and Bugis districts in the heart of the city.
“Working directly with successful women leaders was a great start to my career,” Wee says. “I served under many high performing women who were in CEO, Chief Planner and department head roles during my time at the URA. Starting out in an environment with strong female leadership made it feel natural, and I was fortunate to have great role models who gave me many opportunities to learn and grow.”
When Wee transitioned from urban planning to real estate development and asset management, she again found the support of mentors to be instrumental to her growth.
As a development lead for Asian developer, CapitaLand, Wee signed up for the challenge of delivering a $1.2 billion USD retail and office development in Singapore from the ground up, while facing a tight budget, short timeline and a competing developer nearby who already had a head start.
“Despite my prior experience with previous projects, stepping into the role of a development lead for such a large project presented new challenges. Managing a team that included individuals senior to me, in both age and experience, required respectful navigation and was a two-way street.”
Wee adds, “I had to work hard to earn the trust of the team to show them that I was the right person to lead the project. I benefited from the great support from my manager who gave me invaluable lessons in building trust and leadership skills, through his advocacy and close mentorship.”
The project was completed on time and within budget, and Wee speaks fondly of the great team rapport and lasting relationships that she built throughout this experience.
Wee’s experience at CapitaLand helped prepare her for her current role as Head of Asset Management for Southeast Asia, Hong Kong & China at PGIM Real Estate, which manages $206 billion USD of assets globally, including $9.4 billion USD in Asia Pacific. She is thrilled to engage in fulfilling work across various geographies and diverse teams to make a positive impact.
“The funds we manage generate more than financial value–we deploy solutions to ensure that buildings we construct or enhance are more sustainable, energy-efficient and help conserve water.”
Committed to empowering her team
Given the pivotal role mentorship has played in shaping Wee as a leader, it’s unsurprising that she is a passionate advocate for others, taking a strong interest in her team members’ growth, even if it means that they might move on to another team or company.
“I encourage openness about career aspirations. If there is another role beyond asset management that they are interested in, then I provide honest feedback on their fit for the role. If they choose to leave because it’s what’s good for them and makes them happy, then I am happy, since I want them to be able to grow.”
Wee also makes it a point of ensuring that everyone’s voice is heard.
“I value the diversity in our teams and always encourage some of our quieter, more reserved team members to speak up. Going around the table and giving them space to express their points of view lets everyone benefit from different perspectives.”
Wee firmly believes that a positive, encouraging environment is key to getting women to speak up more and make their opinions heard at work. “There’s no need to wait until you’re in a leadership position to be an advocate. Simple day-to-day acts like showing an active interest in a colleague’s ideas on a call, or helping them develop these ideas, can go a long way.”
Recently completing a PGIM leadership training, Wee reflects on how the experience reminded her that asserting one’s viewpoint can be challenging, even for leaders.
“As women, we sometimes second-guess ourselves before speaking or voicing our opinions. It turned out that many of the attendees at the training sessions, regardless of gender, nationality, background or even how confident they looked to me, shared that they sometimes felt hesitant to speak in a group and would rather stay silent than risk saying something contradictory.”
Wee continues, “Once we get over that initial hesitation, we realize, ‘Hey, the world hasn’t come crashing down, regardless of what we’ve said. Now, it’s just muscle memory to focus on contributing to discussions and bringing everyone forward.’”
Quieting the inner critic
Wee admits to being the hardest on herself, often setting increasingly high standards for her accomplishments.
“I am my own worst critic, and I believe many women face this too. We tend to be hard on ourselves, but it’s important to also recognize when we’ve earned our place through hard work, skills and experience.”
Creating networking opportunities for current and future women leaders
Uplifting others beyond the workplace, Wee is the co-chair of the Urban Land Institute’s (ULI) Women’s Leadership Initiative (WLI), a non-profit that focuses on raising the visibility and number of women leaders in the real estate industry. In her role, Wee creates programs that provide opportunities for younger women to network with industry leaders in an informal environment.
“The WLI programs we plan aim to break down barriers and allow women to listen and connect with senior leaders.” She asserts, “Sometimes, all you need is a friendly face and an introduction.”
From her experience, Wee understands the impact that these relationships can have and is looking forward to continuing her work with the WLI in the future.
“It’s invigorating to interact with other women and help one another network and grow.”
Outside of work, Wee enjoys running to stay fit and find time to think. Despite her busy schedule as a mother and professional, she regularly makes time for a run – even while on vacation with her family. No matter where she travels, she always packs her running shoes, ready to explore her new environment.
By Jessica Robaire