Tag Archive for: adaptability

Angela Cruz: Sales Effectiveness Leader, Sales Excellence, Accenture

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Angela Cruz“One of my love languages is acts of service, and at work, I manifest that through mentoring, supporting career advancement, anything that fosters engagement,” says Angela Cruz. “It’s how I bring to life a part of me that’s very important to my soul.”

For Cruz, the work matters, but it is the people, the learning, and the community that make it meaningful. She shares how through every chapter of her journey, authenticity, connection, curiosity, and service are the compass guiding both her growth and her leadership.

From Technical Skills to Personal Alignment

Moving from the Dominican Republic to the United States at fifteen, Cruz faced the dual challenges of learning English and adapting to a new culture, yet she remained optimistic about the possibilities ahead. She started her studies at a community college, the most affordable and accessible option, and explored different paths before settling on electrical engineering. The choice was pragmatic rather than inspired. “It wasn’t a calling,” she reflects. “I wanted to finish college with a career that had a financially stable future, and technical careers were very well paid.”

That practical decision laid the foundation for Cruz’ first professional chapter at AT&T Bell Labs, where she spent 15 years. She describes it as “like what working for Google or Apple is today,” a place defined by PhDs and cutting-edge innovation. “That’s where I grew up professionally,” she says. But just as important, “that’s where I also learned about corporate culture… to get involved in passion projects that contributed to the culture of the team and the company.”

After more than a decade in technical roles, Cruz realized her personality aligned more naturally with business development. Marketing became a bridge into sales, where she discovered the work felt intuitive. “Sales isn’t something you really learn in a university,” she explains. “It was something I evolved to, and it had a lot to do with my personality—my ability to connect people and build relationships, which is the heart of what sales is.”

Cruz’ combination of technical grounding and people-centered skills propelled her into sales leadership across the telecommunications and software platform landscape. Today at Accenture, she brings those same strengths to her role as Sales Effectiveness leader for Sales Excellence.

“I’m in a sales-effectiveness role, helping account teams bring innovative solutions to clients, all anchored on GenAI and Agentic Architecture. To be in a role that is so relevant to what’s business reinvention and transformation– it’s a huge privilege.”

Connection, Adaptability, and Purpose

The qualities that have carried Cruz forward extend well beyond relationship-building; she describes how cultural alignment, adaptability, and purpose also play a defining role.

“I learned at a certain point in my career what my strengths were in terms of cultural alignment. When I transitioned into sales, I worked a lot with Caribbean and Latin America, which is where I come from. Having the dual language and the cultural sensitivity gave me an edge in navigating that transition, which was very motivating for me.”

That shift into sales also coincided with a move from New Jersey to Miami, which tested and reinforced her adaptability. “Flexibility, being open to adjust to different environments, adapting to new circumstances, it’s something I learned very early on, and that trait has helped me along the way as I navigated my career.”

While connection and adaptability opened doors, purpose is the force that sustains Cruz.

“Every company I’ve been at, I’ve always combined my responsibilities with volunteer work both within the company and within the community. That’s what has kept me with a high level of enthusiasm for what I do. I always need to have the two: not just the job, but also the engagement.”

Leaning on Guidance

As much as Cruz’ strengths have contributed to her achievement, so too are the people who believed in her potential. “I’ve always had a personal board of directors. Some people come into your life for a season, for a reason, or for a lifetime. I’ve had all those types of influences.”

Cruz highlights the mentor who gave her a chance when she had no sales experience and sponsored her move to Miami. “I experienced impostor syndrome in the beginning, but his encouragement eased the transition.  He’s always been invested in my success and has been there through every career milestone.”

That kind of support has remained important at every stage of her career. When Cruz joined Accenture through an acquisition, she recalls how overwhelming the transition felt. “When you come as a group that was just acquired, you’re completely lost. But I was fortunate to work with people like Alex Tyler, a Managing Director and extraordinary leader who was kind, patient and recognized my value.”  Those experiences of being championed are at the heart of why she invests so deeply in others. “I know the power of sponsorship, mentorship, and advocacy. I’ve fully taken advantage of it, and that’s why I feel so strongly about paying it forward!”

Family is also a grounding force. Cruz credits her grandmother, now 101, as a pillar and role model. “She had 13 kids, and now there are about 169 family members over five generations. She’s taught me resilience, strength, faith, and positive mindset. She loves music, she’s witty, light-hearted and full of joy. She’s been a huge influence and my source of inspiration.”

Bring Your Full Self and Build Community

Nearly four decades after making the pivotal decision to study electrical engineering, Cruz was invited to return to her alma mater to deliver the commencement address.  Speaking to over 1,800 graduates, many from underrepresented backgrounds, her message was both simple and profound: “Always be proud of who you are, and bring your full self to whatever environment you’re in. It’s what makes you unique, and the world needs you as an individual and what you bring to the table.”

Second, she highlighted the importance of building community. “I’ve moved and started over several times. Managing those transitions successfully is only possible when you make community, when you connect with people, when you find affinity and appreciate differences. The differences are where you learn.”

For Cruz, this same principle applies in business. Networking, she explains, is less about career advancement than about deepening understanding. “That’s where you really learn –when you connect with people in different companies that do different things than you do. It enriches you as a professional and as a person.”

Continuous Learning, Lasting Pride

Even at this stage of her career, Cruz challenges herself to try something new, recognizing that part of her success is a willingness to evolve. “Continuous learning has been a key driver,” she reflects. “I have reinvented myself quite a few times because I’ve always been open, flexible, and curious to learn.”

Her current position at Accenture is a clear example of that mindset in action. “This was a stretch assignment for me. While I had worked in Sales Operations in the past, the scope is much broader here, in fact is called Sales Excellence for a reason, best in class. There was a lot I needed to learn… and I said, yes, I’ll do it.”

Cruz reflects on the impact of that choice. “Fast forward one year, I feel very privileged and successful, because I helped the team achieve the goals the firm established. It fills me with a lot of pride.”

When it comes to her greatest accomplishment, however, Cruz does not look to her career. “I have very strong family values and my kids are a huge source of pride for me. They are grown and very successful professionals – my older son is in cybersecurity at Zendesk, my younger son is a digital content producer with the Miami Heat, and my daughter works for the president of TelevisaUnivision. I raised them as single parent, and to me, that is, besides work or anything else, my biggest accomplishment. They are my anchor and my beacon of light.”

By Jessica Robaire

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Marie Bober: Chief Compliance Officer and Senior Counsel, Moelis Asset Management

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Marie Bober“I naturally step into a role when there is a dearth of leadership,” says Marie Bober. “It’s just part of who I am – I see the need and think, ‘I got it.’”

From captaining sports teams as a kid to speaking up in moments of silence, taking charge has always felt instinctive for Bober. “I come from a really long line of very bossy women,” she laughs. “I think it’s probably genetic.” While her grandmothers ran their households with authority, her mother broke barriers, becoming one of the first women to earn a PhD in chemistry from NYU in 1972.

That inherited sense of purpose shaped Bober’s own unconventional path. She started college as a chemistry major but quickly pivoted to psychology. Drawn to forensic work, she earned a master’s and spent three years at a pediatric psychopharmacology lab at Massachusetts General Hospital researching ADHD and pediatric bipolar disorder.

“My plan was to go on to get my PhD, but research itself started to feel like a tough long-term path with low pay, questionable ethics in some corners, and not a great ROI if you wanted a sustainable career.”

Still captivated by the intersection of law and human behavior, Bober pivoted again, this time to law school at Northeastern University. Being a part of Northeastern’s distinctive co-op program allowed her to try a little bit of everything: working with a solo practitioner, in a judge’s chambers, the DA’s office, and an in-house legal team.

“In-house was by far my favorite, but you don’t just go from law school to in-house,” says Bober. Instead, she built her experience through small firms, auditing work, and ultimately opened her own practice while keeping her eye on the long game.

Bober’s diligence paid off when a friend offered her an in-house legal role at Gracie Asset Management, a Moelis subsidiary. The only catch was the job was in New York, which meant that Bober and her wife had to live long distance for a few years. When Gracie had a key man event resulting in steep layoffs, Bober moved over to the parent company. After a few internal moves – and the sudden loss of a friend that left a senior counsel role vacant – she was promoted into her current role as Chief Compliance Officer and Senior Counsel at Moelis Asset Management.

Breadth that Delivers

Looking back on what has helped her succeed, Bober points to adaptability and a breadth of knowledge, both of which are essential in a role that spans legal and compliance.

“To be in this particular role, you can’t be rigid or precious,” she explains. “We’re an entrepreneurial business…everybody’s got to do a little bit of something, and you have to be okay with that. We’re always thinking about new strategies, markets to tap and ways to get clients. It’s flexibility and a willingness to pick up the next thing and learn.”

Bober points to the growth of the business as another part of what requires adaptability: “when we started, we were private equity. Now we’re private equity, broadly syndicated loans, direct lending, seeding of emerging managers, venture capital.”

As the business expands, so too does Bober’s knowledge base, which is necessary for her to guide legal and compliance issues.

“I call myself a triage nurse because there are certain areas that I’m deep in, like fund formation or structuring, but then I also have to be able to direct counsel for things like litigation, tax matters, or employment. I might not be an expert on all those issues, but I must be conversant enough so that my subject matter experts can direct me effectively.”

What They Didn’t Teach in Law School

Beyond technical range and flexibility, Bober believes that one skill rises above the rest when it comes to lasting success: knowing how to navigate people.

“How to handle and approach people is key; it gets you so much further than even your technical knowledge,” she emphasizes. “One of the things law school doesn’t teach you is that if you’re a practicing lawyer in a firm, networking is 98% of your job. To be a partner at a law firm means that you bring in a good amount of business.”

Bober adds, “My boss likes to joke that he thinks that my psych degree sometimes helps me more than my law degree because it definitely gives you a framework for understanding people.”

That understanding shapes the way Bober communicates, builds relationships, and earns trust, especially in the context of leadership and knowing how to manage in all directions.

“Managing up is a skill that’s rarely taught, and it matters just as much as managing direct reports. I’ve learned how to communicate differently depending on who I’m talking to, and how to present something in a way that gets the right response.” As Chief Compliance Officer, she often needs people to act on specific requests and ideally, do so with genuine buy-in. “I’ve seen people try to lead through fear or pressure, but that only works for so long. Eventually, people tune you out.”

It is a message she impresses on junior staff as well: “be proactive, message appropriately, be polite and respectful, and if you make a mistake or get it wrong, have the ego to walk it back and take responsibility. It builds trust.”

Leadership as a Team Sport: Fostering Growth Over Competition

In an industry known for individual ambition, Bober takes a different approach to leadership; one that is shaped by hard-earned lessons and a clear sense of the kind of environment she wants to create.

“I’m a competitive person,” she says, “but I try not to be competitive at work. That’s not the environment I want to foster.”

Earlier in her career, Bober saw firsthand how toxic leadership can erode trust. She recalls a former manager who guarded her influence closely and refused to use any of her political capital to support others.

“When my mom passed away, I got two days of bereavement. Other department heads had given people the full week, but my boss told me if I wanted the extra time to attend the funeral, I’d have to use vacation days. She didn’t want to spend any of her political capital justifying why I was not billing or there for that week.” That experience left a mark, but also a guidepost: “It taught me exactly the kind of leader I don’t want to be.”

Now, as a senior leader herself, Bober sees mentoring others not as a threat, but as part of what defines strong leadership. She draws inspiration from Brazilian Jiu Jitsu, a sport she trains in outside of work.

“My coach always says he never hides the best parts of his game because if someone can master it in two weeks and beat him, they deserve to win.” The same philosophy, she says, applies in leadership. “Helping my associate grow, bringing her along and giving her what I can to help her succeed doesn’t threaten me; it strengthens the team, and if I ever move on, she’s ready to step in.”

Success, On and Off the Mat

Whether she is preparing for a Brazilian Jiu Jitsu tournament in New Jersey or aiming for another podium finish at Masters Worlds in Las Vegas, Bober brings the same focus and drive to the mat that she brings to her role at Moelis. A two-time Masters World Champion as a brown belt and now a black belt competitor, she thrives on the discipline and challenge of competing and on the fulfillment it brings outside the office.

That mix of ambition and purpose is intentional. “I strove to have an in-house position. I strove to have work-life balance in my career,” she says. “And I think I’m in a spot where I can do both.”

For Bober, success is not about chasing the highest title or the biggest paycheck. It’s about feeling grounded, challenged, and able to pursue what matters. “I can sing in a rock choir on Tuesday nights. I can do jiu jitsu. That’s what makes it all worth it.”

By Jessica Robaire

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Jennifer Marsland: Head of Sales, North America, World Travel Protection

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Jennifer Marsland“While I’ve always worked in travel, this role is truly unique because we’re saving lives,” says Jennifer Marsland. “That’s what makes this company and our work so meaningful.”

A Passion for Sales in Travel Risk Management

For nearly two decades, Marsland has thrived in the travel industry, energized and excited to drive sales in a space she is personally passionate about.

“Once you’re in the travel industry, you never want to leave,” says Marsland. “I talk to friends who’ve been in travel for years, and we all say the same thing: What else would we do? I love that this job takes you all over the world and lets you connect with people about where they’re going and what they’re experiencing.”

Now as Head of Sales for World Travel Protection, Marsland is thrilled to take that passion to the next level by being involved in an area of the industry that makes a tangible difference in people’s lives.

“I’ve always been in sales. My first real job was in a shoe store, so I feel like I’ve always sold something. But here, we’re not just selling, we’re saving lives. We’re helping business travelers travel safer and get the care they need.”

World Travel Protection specializes in helping business travelers navigate risks, from securing accommodations in safe areas to managing major crises like medical emergencies, political unrest, or natural disasters. Marsland’s belief in the company’s mission is deeply personal. She recalls the moment she landed in Paris in 2015, just as terror attacks unfolded, leaving the city in lockdown. “It was pretty scary with flights canceled, uncertainty everywhere. How do you navigate that?” That experience solidified her understanding of the real need for travel risk management.

Returning to the travel industry after a brief pivot during the pandemic, Marsland is energized by the chance to build something new as the Head of Sales for North America. “They were looking for someone to develop their North American sales team and drive growth. Now more than ever, people need what we do.”

Keys to Success: Positivity and Adaptability

A strong belief in positivity has been a guiding force throughout Marsland’s career. “One of my core leadership values is positivity. I truly believe things happen for a reason, and that even when difficulties arise, it will all work out in the end.”

Beyond optimism, Marsland credits adaptability as essential. Having worked at a company where she reported to 17 different managers in 15 years, she learned to navigate constant change. “Whether it’s a reorg, a job change, a new manager, stick it out, things will shift. If a move wasn’t right, it will course-correct. You’ll get a different manager, or land in the right role. It’s about being open to change.”

Marsland’s own adaptability was tested during COVID-19, when the travel industry ground to a halt. Instead of waiting for things to return to normal, she pivoted to a Silicon Valley startup specializing in identity verification technology. The shift forced her to stretch beyond her usual expertise and reinforced an important lesson: “You also have to be willing to take risks. No one is going to tap you on the shoulder and promote you. You have to apply, ask, put yourself out there.”

Learning from the Best

Marsland’s tenacity stems from an early mentor: her mother. A successful artist and master negotiator, her mother taught her the value of asking for what she wanted. “She negotiated all her own contracts. She passed away ten years ago, but we’re still getting royalties because her contracts were so strong.”

As a self-described shy child, Marsland credits her mother for pushing her outside her comfort zone, whether encouraging her to take a job selling shoes in college or urging her to seize new opportunities.

“She really influenced how I approached my career — whether it was landing a job, excelling in a role, or advocating for myself. I often think back to how she never hesitated to ask for what she wanted or go after opportunities.”

Listening and Letting Go

Among the most important skills Marsland’s honed as a leader is the ability to listen. “I always remind myself to listen to understand, not to respond.”

In sales, this lesson is particularly relevant. Too often, she notes, salespeople focus on delivering information rather than asking the right questions and truly hearing the customer’s needs.

Another key insight she highlights is letting go of the need to dictate how things get done, particularly as leadership requires a shift from being an individual contributor to keeping the larger picture in mind. “I’ve been in sales. I know how I would do it. But I’ve learned that different people have different styles — and that’s a good thing.”

She recalls a former manager who exclusively hired people with identical approaches. “You end up with a team that lacks diversity in thinking. I don’t think that’s great for business.”

In building the team at World Travel Protection, Marsland is intentional in looking for diverse viewpoints and approaches. “I want different perspectives, different strengths. One person might be great at presentations; another might excel in negotiations. As long as the job gets done, I don’t need everyone to work the same way.”

Mentorship and Women in Leadership

Committed to supporting the next generation of female leaders, Marsland mentors through GBTA’s (Global Business Travel Association) WINiT program. She helps mentees explore what they want to do next in their career, touching on such issues as how to showcase leadership skills or build out a better resume.

“I impart experiences that I’ve been through and what’s worked for me, encouraging them to talk to other women within the industry that they admire and learn from them.”

Interestingly, Marsland’s own mentors have primarily been men. “I’ve worked in male-dominated industries, so that’s just how it worked out. But now, at World Travel Protection, I’m surrounded by strong female leaders. My boss’s entire leadership team is women. Even at our parent company, Zurich Insurance Group, more than half of the executive leadership team is women. It’s refreshing to be in an environment where female leadership is the norm.”

Building for the Future

At this stage in her career, Marsland finds the greatest satisfaction in building, whether it’s teams, strategies, or relationships. “You don’t always get the chance to leave your mark, but I feel like I’m doing that here — this is my team, and I’m shaping what we’re building.”

With geopolitical shifts, evolving risks, and an increased focus on corporate travel safety, she sees immense opportunity ahead. “Companies need risk management now more than ever. We have great momentum, a strong team, and a supportive leadership structure. This year is going to be an exciting one.”

Work-life integration also plays a role in her enthusiasm. “World Travel Protection makes it easy. Sometimes I have late-night calls with Australia, but if I need to step out during the day for an errand, I can. That flexibility makes all the difference.”

Having that flexibility also allows Marsland to care for her six beloved pets: two dogs and four cats. And while travel is central to her career, it’s just as much a passion in her personal life. “I try to visit a new destination every year. We just booked Argentina and Uruguay. But my favorite place is Tokyo — I’ve been nine times, and I’d go again in a heartbeat. I’ll travel anywhere, anytime, just for the experience.”

By Jessica Robaire

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Yasmine Coupal: Partner, Goldman Sachs

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Yasmine Coupal“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

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Alison Taylor: Investment Vice President, PGIM Real Estate

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Ali Taylor“The best leaders I’ve seen have always made time for people – regardless of level and the topic of conversation,” says Alison Taylor.

Taylor joined PGIM Real Estate after graduating from the McIntire School of Commerce at the University of Virginia. She had an initial introduction to real estate through prior internships and coursework but found a home at PGIM, and she has grown within the company into a leadership role.

“The longer I worked here and the more I learned, the more interesting real estate became – especially the debt side,” says Taylor. “It surprises me how much I continue to enjoy and feel challenged by the work and the opportunities that have been afforded to me here at PGIM.”

Continuing to Learn Each Day

“No day and no deal are the same,” says Taylor. “Each day presents a different challenge, and I can truly say that I learn something new every single day.”

She loves the variety of her days, which has progressed by the shifting office dynamics during and following the pandemic. As a self-starter, Taylor works independently, pacing herself towards deadlines, which serves in her multi-faceted role. “I have a lot of different responsibilities and work cross-functionally with people across the business, but I’m able to keep on track, juggle a bunch of things and know what needs to be placed on the back burner.”

Taylor feels she brings realness to the table, but she proves that it doesn’t have to hit hard – that people can assert their own opinions while valuing others’.

“I’m very to the point, but not in an aggressive manner. When I was working on the originations side of the business, I was able to pass on a deal or let someone down nicely, but they would still walk away feeling good about themselves,” she says.

Lessons Learned Growing into a Leadership Role

As someone who was driven to grow into a leadership role, Ali shared several tips to help achieve the next level – and beyond – of her career, despite what tensions and challenges she faced.

  • Balance Approachability with Authority

In her ever-evolving role, Taylor notes that being approachable is not only important in showcasing her desire to learn and take on more responsibilities to senior leaders – but it is also important in demonstrating the importance of quality work and strong leadership attributes to her junior team members.

“There can be a double-edged sword as I weave my personal stories into my professional relationships, so I can build and continue to maintain them. I have this ability to connect with younger colleagues who may view me more as a friend while still being able to be taken seriously,” she says. “You need to strike a balance of approachability and authority, so that when we’re actually working on projects and dealing with teams, everyone sees that this is business. I expect very high-quality work and sometimes, we’ll be working late. But I’ll be there right alongside my colleagues.”

Currently, Taylor sees herself straddling the line between taking on the responsibility of seniority and still actually doing the work to show more junior members how it’s done and what’s expected.

“It can be a weird limbo state, where you’re not quite the final decision-maker, but you’re experienced enough to know what will drive successful outcomes for the company,” she says. “That can be a challenge day-to-day.”

  • Own Boundaries and Your Availability

As she has risen through the ranks, Taylor has started to learn the art of delegation and saying ‘no.’

“When you’re junior and hungry, you work late, so you can take it all on. However, I think it serves your growth to start setting boundaries as you advance. I don’t have children yet, but I am still going to sign off at a reasonable time and have a nice dinner with my husband,” she says. “You need to set boundaries, and sometimes, it means saying no or that you’ll look into something at a later time – as your schedule and workload permits.”

She notes this is especially important after working remotely during the pandemic, which created an expectation of 24/7 availability.

“It’s important to not always be accessible via setting clear boundaries, such as calendar blocks and/or letting colleagues know you’ll get back to them,” she says. “Once you’ve reached a certain point, where people know you are responsive and trustworthy, you can put those boundaries in place, and there’s something powerful about that.”

  • Find Power in the Pause

Recently, Taylor received the feedback that she needs to work on being too responsive. Rather than going with her gut reaction to respond immediately, she was advised that, ‘Sometimes, you need to sit on things to let both parties think. Once you have, you’ll come to a better conclusion.’

Receiving that advice was somewhat liberating, as Taylor has realized some matters work themselves out over a walk or a ponder, without needing immediate response or engagement. Plus, she notes her initial gut response is not always the most thoughtful or comprehensive.

Leading with Connection and Collaboration

“Everyone talks about how male-dominated commercial real estate is, but I feel like I’ve worked at a company with better gender balance and that helps grow and support female leaders, which has been amazing,” says Taylor. She has been shown that it’s okay to leave work for a priority at home or family activity to attend to.

“The best leaders I’ve seen have always made time for people – regardless of level and the topic of conversation,” she says. “When meeting with senior leaders, I feel like they’ve given me their undivided attention, which shows me they care and want to help me learn and succeed.”

In fact, even though she often finds herself in back-to-back meetings, Taylor makes relationship-building one of her top priorities, dedicating time to foster connections – no matter the workload.

When it comes to the PGIM work culture, she enjoys being surrounded by smart people who are willing to put in the work to get the job done, while also respecting personal boundaries and valuing work-life balance.

“The structure is not very hierarchical in that everyone is very accessible up to the MD level. For being within a Fortune 500 company, it feels like a lean entrepreneurial structure,” she observes. “Everyone is trying to advance our initiatives and share information, so it’s a very collaborative environment. It fits well with my personality, which is probably why I’ve been here for more than a decade.”

Acting As a Chameleon – Leveraging Her Strength of Adaptability

When thrown into new situations, Taylor remembers what a previous manager told her – that she adapts well to a new environment because not only does she take her responsibilities very seriously and make intelligent decisions, but she also knows when she needs to ask for help. Although some may find asking for help to be a weakness, it’s something Taylor considers to be a strength, enabling her to better understand her work or situation she is facing.

In her career thus far, the ability to assess and adapt to situations has enabled her not to stress the small stuff as much. She admits that it used to bother her if she wasn’t invited to a property tour or closing dinner after a deal she’d worked hard on, but after a few years, she realized that more than enough invitations will come along – so there’s no need to covet them.

“At a certain point in your career, you’re being asked to travel to this and that. You’ll have too many things to attend and will be pulled in different directions,” she says. “It’s a thirty- or forty-year career, so you don’t have to do it all within your first couple years. Just put your head down, do the work and form those relationships because it’s a small sector and everyone’s paths cross again.”

Be Yourself, Everywhere

When it comes to looking ahead, Taylor aspires to continue rising into leadership roles and gain more people-management experience. She also hopes to continue doing the things she loves, such as traveling to new places, curling up with a good book (her most recent read is Rules of Civility, after reading A Gentleman in Moscow by the same author) and working out – all activities that she attributes to keeping her mental health strong.

She loves traveling and planning international trips and visited Dubai and the Maldives in January for her own honeymoon.

Morning workouts are an important part of her routine to maintain balance, and she especially enjoys boxing as an energy outlet.

Taylor once heard that the most successful people are the same exact selves in their personal lives as professional lives.

“You don’t have to come in like a professional bulldog and run the show if that’s not really your personality. You can still be successful,” she says. “The mentors that have most inspired me blend both worlds and stay true to themselves.”

By Aimee Hansen

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