Tag Archive for: collaborative leader

Powering the Future: Carey Ryan, Chief of Staff for Citi Technology & Business Enablement, Citi

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Carey RyanThe Glasshammer is running a “Where Are They Now?” series where we catch up with some of the professional women who we profiled ten or more years ago. We spoke with Carey Ryan, now Chief of Staff for Citi Technology & Business Enablement at Citi, about her career evolution and the role she plays in powering the future from both a technological and cultural perspective.

Nicki: Since we last spoke, where are you now?

Carey: We last spoke for the first time about 10 years ago, which seems like a long time but feels like the blink of an eye. I’ve held a number of roles since then, all within Citi’s Technology & Business Enablement group (though the name has changed a few times).

Now, I am the Chief of Staff for Citi Technology & Business Enablement. This entails working across both our technology organization and the wider bank to ensure we are effectively communicating and implementing new technologies, both with the goal of strengthening how we work and streamlining the time it takes to get work done.

Nicki: How did you get there?

Carey: In my 20 years at Citi, I have learned the best way to grow is to embrace every opportunity, especially if it allows you to learn more about how a company works. All of the roles I have had have allowed me the opportunity to support key areas of the business, including risk and control, data, and cybersecurity, each of which are vital to ensuring impactful technology can be developed or invested in and scaled to the full firm.

Nicki: Can you share a little about your current work?

Carey: Lately, much of my focus has been driving adoption and awareness for our Citi AI tools, helping us find the best places to practically and responsibly implement AI. This work includes leading our AI Champion and Accelerator programs, which are made up of approximately 4,000 volunteers around the firm who dedicate hours each week to serve as Citi AI advocates.

I also spend a lot of time working with our technology communication teams, each of whom covers a specific but global vertical within the larger technology business. No communication initiative is turnkey, and we always work to find new ways to impactfully reach colleagues with the information they need, be it in-person mediums like executive town halls or roundtable discussions, or through digital channels like email or lobby signage. Technology is the largest organization within Citi, so it’s key to focus on communication to enable change and drive execution while strengthening our culture.

Nicki: Have there been any unexpected or interesting twists in your career trajectory?

Carey: I have always worked in or adjacent to the technology space so, even before I recognized it, I was always headed for a career in enabling companies to leverage new technology to strengthen how they operated. That said, the world looks measurably different than it did when I entered the workforce, and Citi is no different. Some of these changes came quickly, such as the introduction and integration of AI, that has demanded the need to quickly shift priorities without much advance warning.

Nicki: Have any of them taught you a valuable lesson?

Carey: Citi is a large company, so I have had the opportunity to work on many projects with many people. Given this, the two key lessons I would share that always keep in mind is to always remember the end goal of every project and to stay flexible.

Nicki: What inspires you to be a leader and your leadership style?

Carey: My favorite part of my role is collaborating with dedicated and passionate colleagues. Whether it be the implementation of cutting-edge software, the voluntary work of a small team creating new patented technology tool, or an analyst successfully completing their first rotation with the bank – it is the passionate, innovative and solution-focused people that inspire me each day.

As I have risen in my career, I strive to be a good mentor and reliable leader for all members of my team, regardless of level. I’ve been lucky to have had several mentors whose advice I still hold on to, and it’s important to pay it forward. I also can’t help but think of my teenage daughter, I want to set a positive example for her as well as for my teams of what is possible in their careers and how leaders should treat their employees. An example that, hopefully, they will one day share with their own teams and mentees.

Nicki: Since we last spoke, can you share any challenging moments, setbacks, or self-doubt you’ve experienced as well as how you have navigated them?

Carey: I’m not sure I can pinpoint just one moment, but every new challenge I am presented with comes with a bit of imposter syndrome when I do not immediately have all the answers. Almost everyday features at least one conversation about something that where either I’m not the expert or the topic is completely new to me. It can be hard to ask questions when you think everyone except you has the answer, but the ability to step out of your comfort zone and know that you add value is a skill that will never go out of style. Self-doubt is something everyone faces, and the unknown is allowed to be scary. The key is being confident in your own ability to learn and adapt to problem-solve when navigating an unfamiliar situation.

Nicki: What skills do you think will matter most for future leaders?

Carey: When I was younger, I always assumed the fear and anxiety I felt about the unknown would go away. That one day I’d wake up and know everything there was to know about my job. But you quickly figure you’ll never know it all, because the world is always changing. Instead, I found the key is to always be ready by learning how to operate effectively with uncertainty and always be willing to learn.

Future leaders must be willing to be agile and adaptive, especially as the pace of change in the world continues to increase. AI is a great example of this. It is an unavoidable technology, and we should be willing to integrate it into how we work.

Nicki: Can you share an invaluable, specific piece of guidance a mentor or someone you admire has imparted on you?

Carey: I’ve had a number of tremendous mentors over the years. What I admired most in all of them was not any guidance they offered me, but the way they all led through their actions. Each of them led with kindness and empathy, listened carefully and accepted all forms of feedback, and were more than willing to change course if something was not working.

Nicki: Has coaching supported you in your journey, and if so, how?

Carey: Yes, I’ve been very fortunate to have had several coaches throughout my career. Coaches who were mentors, coaches whose job it was to support me, and coaches who were my peers. Career coaching offers an objective view of your decision-making. This often leads to introspective reflection on ways you can reframe your thinking, which is invaluable.

We can all sometimes be so goal-oriented, but it’s critical to take a step back and reflect on if we are taking the right steps to reach these goals. I often find myself going into my coaching session with one idea of what we will talk about and coming out with an entirely new perspective. Sometimes, the external guidance that a career coach offers is what one truly needs to help unlock those ‘aha’ moments.

Nicki: We are excited to see what you do next at Citi; we wish you continued success!

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Words of Wisdom from Women in Leadership 2025 (Part 2)

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Words of Wisdom 2025 part 2Part 2 of Words of Wisdom 2025 features women leaders who highlight the power of owning your identity, trusting your instincts, and creating environments where others can excel. They also speak openly about navigating visibility in male-dominated spaces, redefining success on their own terms, and choosing collaboration over competition. Their reflections remind us that leadership is not just about what you achieve, but about how you show up, what you stand for, and the communities you build along the way.

These insights paint a picture of leadership that is grounded, human, and deeply personal. And as we share their perspectives, we also look ahead to how coaching can support leaders in living these principles more fully and navigating their careers with clarity and confidence.

On Being Yourself – Truly:

“I wasn’t out in the first decade of my career at the NFL…Everyone always says, ‘Be yourself,’ but that’s easy when you look and act like the default person at an organization,” she reflects. “It’s a lot more challenging when you are a member of the gay community, or the Black community, or the Latinx community…when I felt confident enough to make the change to come out and be myself unapologetically, I started to thrive.”

Sam Rappaport, CEO Blue80

On Being Bold and Owning What Makes You Unique:

“There’s a big real estate conference I go to every year,” she says. “You queue to board the flight, and it’s just a sea of men in navy suits. I make a point of wearing something bright and own the fact that I’m not the guy in the navy suit. I’m the woman in the bright red dress. It’s an opportunity to be seen.”

She emphasizes, “Being different can make you more memorable. It’s not just about gender. You might be younger, newer, or from a different background. Whatever it is, don’t be afraid to be visible. Have confidence and own it.”

Nicola Free: Managing Director, Head of CRE, EMEA, Wells Fargo

On Fostering Growth Over Competition:

“My Brazilian Jiu-Jitsu 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.”

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

On Redefining Success:

“Your career is not a ladder, it’s a landscape. Don’t be afraid to move sideways, take a leap, or build something of your own and test a hypothesis. Solving a big problem is where the real growth lies. If you opt to build a hobby business that’s fine too. Just define what success means to you.”

Sally J. Clarke: Entrepreneur and Author

On Leading Collaboratively:

“I used to wait until every idea was perfect. Now, I bring it to the table early. It invites feedback and makes the work better.”

Heather Plumski: President, Stearns Bank

On Leaning on Your Values to Navigate Challenges:

“In facing challenges or change, I always go back to the questions: Am I in the right place? Am I surrounded by the right people? Am I learning? Am I growing? When you can identify core tenets to return to and hold yourself to them, they become a guide for navigating almost anything.”

Johanna Diaz: Global Head of Alternatives Product Strategy, Goldman Sachs

On 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.”

Angela Cruz: Sales Effectiveness Leader, Sales Excellence, Accenture

On Effective Communication in All Directions:

“With my team that means ensuring they understand the vision, are aligned around the priorities and the mission, and are inspired to do their best work to deliver for our clients. To do that, I spend a lot of time with the team individually and in groups.”

In communicating up and out to executives, regulators, and the board, Young explains, “It’s about taking the complex and making it simple, understanding your audience, and tailoring your message with the right level of detail.”

Nicole Young: Head of CRE Portfolio Management, Wells Fargo

On Building Teams Through Talent:

“High-performing teams are not built by accident; they come from spotting potential others might overlook and giving people the chance to prove themselves. One of my best hires did not meet the checklist on paper, but I knew she had what it would take. She went on to become a star. As Steve Jobs once said, it does not make sense to hire smart people and then tell them what to do. My role is to create the conditions for their talent to shine.”

Deborah Overdeput: Chief Operating Officer, Innovative Systems (FinScan, Enlighten, PostLocate)

Moving Into 2026 With Intention

The experiences shared in this collection show how leadership grows when you are willing to know yourself, trust your values, and stay open to learning. Whether you are choosing to be seen, strengthening communication, empowering talent, or building community, these moments of growth rarely happen by accident. They come from intention and support.

Executive coaching provides a dedicated space to strengthen these muscles. Research shows that coaching enhances emotional intelligence, builds communication agility, and helps leaders make more grounded, aligned decisions. A coach helps you explore what matters most, see patterns you may overlook, and translate your aspirations into meaningful action.

As the year comes to a close and you prepare to enter 2026, this is an ideal moment to pause and consider where you want to focus your energy next. If these stories sparked recognition or inspired a shift in how you see your own leadership, take that as encouragement to invest in yourself. An executive coach can help you clarify your direction, accelerate your development, and step into the new year with confidence and purpose.

Book your free exploratory coaching session today and begin 2026 with intention and momentum.

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Kendra Lee: Chairman and CEO, Merichem

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Kendra Lee“If you are looking for career growth, whether that’s moving up the chain of command, or whether it’s broadening your skill set, you must trust in yourself and take on things you’ve never done before,” says Kendra Lee.

Lee 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

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