Tag Archive for: Managing Director

Isela Bahena, Managing Director, Private Infrastructure Group, Nuveen Real Assets

Isela BahenaIn our careers, we oftentimes think ahead to potential impacts of any move, which while deliberate, can make us hesitant to grab an opportunity that doesn’t fit our exact narrative.

But what might seem like a career deviation can often turn out to be something you should embrace as a real opportunity, says Isela Bahena. “It might seem scary, but looking back I see a lot of growth when I took those chances,” she says. “There will be challenges, but sometimes the bridge is going to look different when you actually cross it.

This outlook has paid off in her career, but her demeanor, as well. In fact, she finds that younger colleagues often ask her why she doesn’t look nervous when changes are announced. “I tell them that’s because in the long run I always see them as opportunities.”

Embracing Change

Bahena has held this attitude throughout her career, which started in public finance and commercial lending, an area that she believes offered a strong foundation in skillsets for what she does now. After five years at Bank of America, she then decided the time was right to earn her MBA and attended Duke University’s Fuqua School of Business. During her summer in between first and second year, she interned at TIAA, Nuveen’s parent company; her lending background attracted them to her as a candidate, and she received a full-time offer to join them after graduation.

She’s been there since 2004, working on a number of teams through various rotations, starting with the private placement and private equity funds and co-investment. She found that to be an especially exciting opportunity as she was the sole associate on the team at the time, supporting seven directors and managing directors.

“I was learning a lot because I was touching all sorts of deals, which quickly expanded my breadth of knowledge,” Bahena says. Her ability to underwrite equity investments was a big advantage, and she was soon tasked with joining a team that was building a new asset class in private equity infrastructure. A decade later, she is driving strategy as a senior member of the team. “Generating ideas and envisioning what the business will look like as part of the broader organization is exciting, and this is one of the most interesting things I’ve done,” Bahena says.

There is growing interest in the sector where she invests, as well as ESG and impacts of climate change, where the firm is a leader globally. “I am at exactly the right juncture to showcase our strength and leadership to the market.”

Subtly Encouraging Diversity

While progress has been made, Bahena points out that finance is still a very male-dominated industry, and she believes that increasing awareness is the first step to be more inclusive. What happens, she finds, is that successful professionals often look for a younger version of themselves in candidates, but she notes that we need to collectively change that perspective to introduce more diversity in the industry.

“You have to be able to see other versions of yourself so you can share opportunities with those who don’t look just like you,” she says. For example, when a male colleague mentions that a new candidate or hire reminds him of his younger self, she suggests he think about someone who reminds him of a daughter or niece as well. “I look forward to being part of that change,” she says.

Throughout your career, she says it’s vital to always keep learning and adding to your tool kit. “It keeps you fresh and keeps your career interesting,” she says. In fact, one of the professional achievements Bahena is most proud of was being chosen to participate in the Emerging Leaders program in 2012, an opportunity that allowed her to meet a small group of colleagues who are now leaders all over the organization. “It was a nice pat on the back to be included and it was important for my growth and development,” Bahena says.

While she appreciates participating in industry-oriented events targeted toward women as a way to collaborate and discuss challenges, the goal, of course, is that women won’t need those to thrive.

When mentoring others in her organization, either formally or informally, she encourages them
to consider the brand they want to portray. “What adjectives do you want colleagues to consider when your name is said? That impression will precede you, so you want to make sure you’re building the reputation you want to have to the best of your ability.”

Always Giving Back

Bahena says that philanthropy has been an important component of her life she has embraced for a long time—not just giving money, but also time and expertise.

“I stand on the shoulders of many who came before me to lay this foundation to be where I am today so I believe it’s my responsibility to help out,” she says. That’s why she donates her time to a number of different causes, such as education, where she has served on the board of a charter school; as well as working with nonprofits in a variety of areas, from a legal fund to community-oriented grassroots organizations focused on causes from women’s rights to climate change.

As the eldest daughter of Mexican immigrants, she believes her family set the stage for looking at different perspectives and viewpoints from a very young age. “My upbringing also helped me look at the future as being a glass that is half full, and seeing that empty half as an opportunity with room for me to fill it with more water.”

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Erica Klinkowize, Managing Director, Global FICC ETF Trading, Bank of America

Erica KlinkowizeErica Klinkowize began her career in finance at Goldman Sachs in 2003 and for over a decade, she had various roles that focused primarily on Liquidity.

In July 2014, she made the leap to Bank of America and continued to work in the Liquidity space within Treasury until April 2019. After almost 20 years into her career, Erica shifted her focus from Liquidity and Treasury to Global Markets at Bank of America.

“I have spent the past 8 months building out the central Fixed Income ETF trading desk. While it was an extremely difficult decision to switch directions as it’s easier to stick with what you know, at the heart of it, this was a, likely, once in a lifetime prospect that I could not pass up. The opportunity to build out a new trading business at a world-class organization does not come along very often. To be offered the opportunity to co-lead the effort was, and still is, an honor.”

She comments that this experience has added a whole new set of skills to her personal and professional toolkit and has reinvigorated her for the challenges that lie ahead.

Learning Opportunities

Klinkowize, at the exact time of the financial crisis, began the Executive MBA program at Columbia Business School while working in the Securities Division at Goldman Sachs. These simultaneous experiences had a powerful impact on her and she comments that the combination of the two during this tough time “further framed my worldview and gave me a lasting perspective as I experienced the crisis at the forefront and, further, saw the crisis through the eyes of my classmates, over 50% of whom did not work in Finance.” During the crisis, Erica was part of the firm’s front line response to raising liquidity, and thereafter, experienced and helped shape the internal and industry change that comes after an event such as this. At the same time, she experienced the perspectives of her EMBA classmates, many of whom developed stark views of the Finance industry as a whole. She says, “Living through this permanently altered how I approach challenges at work, and provided me with a deeper understanding of what it means to manage risks. Further, I am grateful for the diversity of perspective my classmates provided me. While it was challenging to hear many of their views and personal experiences, in the end, it showed me the immense value garnered from consistently incorporating outside viewpoints into a decision-making process.”

Networking Matters

When Erica moved to Bank of America, she made a commitment to herself that she would focus on building support networks at the Bank.

“I am quite proud of the ongoing mentorship and sponsorship relationships I have been able to cultivate since I joined more than 5 years ago. I truly benefit from these consistent interactions, regardless of corporate title. It’s so important for us all to feel supported and connected in the workplace and to have a safe space to go vent, seek advice, or laugh. We can all benefit from hearing about each other’s successes and challenges and realizing other points of view. Through these interactions, we become grounded as humans and are reminded that we have more similarities than differences.”

When asked what is the one thing you know now that you wish you had known when you were first starting your career? She offers,

“I wish had known how to consistently return to a sense of serenity within the chaos, and that sometimes silence and observation are more powerful than words.”

She goes on to say how her start in finance was somewhat briefly detoured: she had secured a dream job working for Deloitte Consulting doing systems and business consulting right out of college but received a call that the company was pushing back the start date of her analyst class to January of 2002 due to the economic downturn that occurred as a result of the tech start-up meltdown of that era. She decided to take advantage of that time and worked at a job that still resonates with her. She relays,

“I ran the front desk of my dad’s dental office for a month. I never would have had that opportunity had Deloitte not given me some extra time and money. Almost 20 years later, and I can still remember details of the experience which I am sure have altered how I interact with people working in customer service.”

The decision to take a different path is very poignant as, later that year, the tragedy of 9/11/2001 struck and, she shares that if she had started at Deloitte on the original date, she would have been at the World Financial Center when the planes hit. Instead, she was sitting in her apartment in midtown, having moved in the weekend before. She comments,

“I believe that was the first time I truly understood how much of our careers and our lives are beyond our control and that we should look for the lessons in each experience, even if it takes decades to find them.”

When asked what advice would you give to young women entering this industry? Erica candidly answered that she advises young women to create support networks as soon as possible within the bank.

“Join Bank sponsored networks and seek out mentors immediately. Keep the consistency of these relationships no matter how busy you are with your day job. Take on a little bit more work in one of these organizations or do a favor for a mentor. You will not only feel more connected and supported as you go through the ups and downs of your career, but you will also likely gain sponsors who are critical to your success.”

She added that advice for her peers is exactly what she reminds herself to do as well.

“Seek out camaraderie, friendship, and support at work and give it back as much as you can. Remember to find laughter. Don’t be afraid to hold people to your high standards.” She continues,

“Don’t be afraid to continue to try new things and learn. Ask questions when appropriate. Try not to be so hard on yourself to have it all, all of the time. Remember to drink water and exercise. Take deep breaths. And remember to be compassionate to yourself the way you would be to a friend.”

Upon reflection around the career navigation journey, she believes that having a true sponsor is the key to getting promoted quicker, or even helping get back on track when one’s career takes a detour. She states,

“Once I truly understood what it meant to have sponsors and how to maintain sponsorship, I was able to more easily navigate difficult situations at work leveraging these relationships, and I was surprised at how beneficial they became when I was looking to make transitions. It’s critical to have senior people who will proactively support you when it comes down to a management decision about your career.”

For the past five years, Erica states she has been fortunate to co-lead a group of 10 women as part of a grassroots effort at the company that aims to connect women across the organization and provide ongoing support throughout their careers. She mentions that the success of these groups is dependent on the commitment of the leaders and the members to show up on a monthly basis. The interactions are in person and entirely confidential. Each group takes on its own format and agenda as needed, but there is a central repository for groups to share a myriad of discussion topics. She enjoys the group and finds that within a few months, the groups form their own identities which garners natural commitment from its leaders and members.

She adds, “My prior group maintained the same core group of women for 4 years and we provided each other with consistent and honest personal and professional support, and we became committed to each other’s successes.”

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Change Leader: Deborah Lorenzen, Managing Director, Head of Enterprise Data Governance, State Street

Deb LorenzenDeborah Lorenzen is the head of Enterprise Data Governance at State Street. We caught up with her to discuss what is energizing her as we enter 2020 and what she hopes to achieve for herself and for others as a change leader for women in the workplace.

Nicki from theglasshammer (NG): Deb, we have profiled you before and you have attended as a panelist some of our career events over the years. I have always held you in high esteem as someone who walks the talk when it comes to helping other women and as a change leader for systemic issues. What lessons have you learned from 2019 and this decade generally to take into 2020 and the next decade?

Deb Lorenzen (DL): If you really want it you have to keep after it, even when it is hard. You just have to keep turning up for the fight. That said, if you are not having fun anymore, quit. That might sound blunt, but honestly, if you aren’t finding joy in what you spend much of your life doing you won’t be successful. So stop, regroup, and find the thing that gives you joy.

From a job title perspective my career path looks non-linear. I’ve always been curious about the next challenge. The strong thread that has held it together is executing on strategic change programs, whether that was acquisition or divestiture, global operating model changes, launching a new product or service into the market or closing down something that wasn’t successful, as well as the inevitable regulatory change. Diving into these change opportunities has provided the chance for me to live and work around the world, provided value to the firms and people who have been part of these efforts, and fed my own leadership journey into how operating models and organizations work.

NG: What excites you about 2020?

DL: In January 2020 I will begin teaching my first MBA course, an elective titled Executing Strategic Change at Providence College. Having spent much of my career driving major change programs it is exciting to pull all of those examples back out to consider what made them successful, and what I would do differently in hindsight. I’m looking forward to the exchange of ideas with a group of future thought leaders. Preparing the course has also been a good reminder of how much has been accomplished during my career.

NG: What trends in your industry are of particular interest to you?

DL: Right now, my focus is on Data Governance and how we help long-standing firms make the shift from application-oriented architecture to properly data-driven architecture. This is the classic example of a strategic change program where we are trying to change the engine and the tires of the bus while still driving down the highway. Fortunately, we have a fantastic team who are all focused on getting this done, and we have leadership in place who both understand what we need to do and are driving resources into place to support our goals.

NG: What is the one thing you know now that you wish you had known when you were first starting your career?

DL: There are so many things I wish I had known. Having grown up in a rural environment with more cows than people, there were very few accessible role models for working in the global financial markets so I couldn’t even have articulated that was what I wanted to do. In hindsight, I wish I had known all of this existed much earlier than I did. These days I spend as much time as I can mentoring new entrants to the financial world on how things work – how you manage salary and benefit negotiations, which lines of business or functional roles give you the most opportunity, how you find out what they are saying about you when you are not in the room so you can do something about the perception. There is no rocket science inherent to these lessons for readers of Glass Hammer, just value in remembering to ‘each one – reach one’ whenever we have the chance.

NG: What, if any, are the main barriers to success and/or challenges for women in your industry?

DL: I used to say that in New York there is so much competition they will take you out for any excuse they can find. I still believe that is true today, and not just in New York. The thing we have to keep working at diligently is making sure the successful excuses aren’t based in gender bias. Ensuring leadership understands inclusion also helps; tying compensation to actual progress is useful but imperfect. Putting daylight on hiring practices, promotion processes and open opportunities is useful as it forces leaders to think through their decisions in a different way.

NG: What advice would you give to young women in the industry or thinking about entering the industry?

DL: For new entrants I would tell them to just go for it. They shouldn’t listen too long to the stories from my generation because the rules ARE actually different now and they shouldn’t get bogged down in our histories. Newer entrants should use the network available – those of us who have been at it for 20+ years – as for the most part we’ll tell you anything you want to know about how the industry works. If we were to change anything we should simply dedicate more support to the next generation. We’re standing on the shoulders of giants ourselves, and we should give the next generation a hand up.

NG: What bright spots are there for gender equity at work?

DL: Working in the finance I learned long ago to ‘follow the money.’ On that front, the movement of institutional money toward Environment Social Governance (ESG) over the past few years is hugely gratifying. The impact is being seen right now in movement toward gender inclusion on Boards as well as investment in firms that reflect ESG goals and inclusive teams. The leverage available by focusing Institutional funds – pension plans in particular – toward ‘good’ goals is helping to make meaningful improvements in the marketplace.. At State Street we are helping to lead the move toward ESG by providing knowledge and infrastructure.

More locally, State Street has a group of ‘Leading Women’ made up of Executive Vice Presidents. They have been doing a great job of being visible and offering their wisdom and experience through lunches and speakers series. They represent a fantastic group of role models and the activities they are driving are helping to inspire a new generation of leaders.

NG: Outside of work, what is ‘sparking joy’?

DL: One of my joys is sitting on the Advisory Board for Global Female Leaders, an annual economic summit in Berlin where we join leading women from around the world representing politics, business and philanthropy to discuss the geo-political landscape and economic trends. Not only do I get to spend one long weekend each year surrounded by some of the most amazing women I’ve ever met, but I’ve also developed relationships that have provided insight and opportunity, as well as the confidence, to extend my life’s work in new directions.

On the personal front, our house is incredibly active right now, with three school-age children and all of the activities that brings, feet in two countries (my husband is Danish and I’m from California), and a full-time career. Teaching in the Providence MBA program will keep my mind active in the Spring. Beyond that I’m coaching 5th grade travel basketball as well as sitting on the Board of the travel program, and I’m co-leader of a Junior Girl Scout Troop. We are, at the behest of my eldest, fostering dogs for a rescue program here in Massachusetts, and have three puppies we began fostering at 7 days old thriving in the corner of her bedroom.

My hopes for the coming decade are to watch my children’s generation finish their education and enter a workforce that is more inclusive than we have today, with a set of clear rules for the game that are the same for everyone – a big ask, I know. For my part, my shoulder will still be on the wheel, mentoring, teaching, working, speaking truth to power about how it still is and what needs to change. And if culture can be defined as ‘how you get things done around here,’ I’ll continue driving for the continuous improvement of an inclusive culture.

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Voice of Experience: Adina Brownstein, Managing Director, Barclays Investment Bank

Adina BrownsteinWhen you start your career in your 20s, you think you have to do everything by yourself, says Barclays’ Adina Brownstein.

However, before long, she notes, working collaboratively evolves your thinking, and you realize that having someone help you with your work is a benefit, rather than a risk. This co-creation also helps you build relationships, which are crucial down the road. “Having firm and industry sources who can help you out when you have a question is invaluable, and something you could never imagine when you’re starting out.”

A Non-Linear Career Brings Success

Those relationships have helped bolster Brownstein throughout her career. While her path has been built on diverse experiences, there is a thread that runs throughout—taking on new challenges, all different, but all including her core skillset. While she adroitly changed industries and types of roles, in each she brought her expertise in building relationships and exercising soft skills, then learned the necessary technical skills along the way.

“I believe that anyone can learn the content of a role if they have the willingness. But at the core, you must have strong writing and communication skills and the ability to flex your style to deal with different stakeholders.”

The first part of Brownstein’s career was in the telecommunications industry, the latter part spent at KPMG Consulting. In 2007 after she had started her family, she realized the life of a consultant had become a challenge; she started looking for a new opportunity and delved into her resume from a skills and toolkit perspective, finding commonalities in the work she’d done with clients and in the regulatory space.

She realized client management and regulatory knowledge was a good fit for large-scale program management and client management projects, and before long got a call from a friend at JP Morgan, who knew of a division that needed those two skills sets. In her new role, Brownstein was working on a multi-million dollar program that used her skills in managing multiple work streams and external and internal stakeholders.

Soon after, the financial crisis hit and her skill in working with large regulatory programs went from being an added value to a critical service. In 2010 she was recruited to Barclays, where she first managed a large regulatory program, and was quickly asked to work on a new regulatory request to create a resolution plan to unwind the broker/dealer function in an orderly fashion. They learned from the ground up, working hand-in-hand with consultants and attorneys; then with the Federal Reserve and the FDIC and also the Bank of England for a UK perspective on what resolution plan should include.

“It was exciting and daunting at the same time,” she says. “None of the jobs I did at that time were what I thought I was going to do, but I learned what I needed to.”

Before long it was clear that the relevance around financial services and regulation was more a requirement than a driving force. She saw a great opportunity to move to American Express as the head of regulatory relations, where she could again start something from scratch—a skill she was known for: learning quickly and helping businesses adapt. She had kept in touch with her Barclays colleagues and eventually was asked to come back in a similar role, as Head of Recovery and Resolution planning in the United States, also working with UK counterparts.

She finds it thrilling to be part of a space where she can have a seat at the table. “It’s exciting to be an advocate who can meet with regulators and share insight; we hope that our work is influencing regulation as they are tailoring rules in today’s political climate.”

Creating a Better Workplace through Mentoring and Coaching

As the mom of two daughters, Brownstein hopes that things will have evolved by the time they are in her seat. She finds that although the issues of pay gap and responsibility have improved, we are not yet to the point of equality.

She knows that different industries face different challenges, and in financial services, for example, it’s not the just the people but the nature of the work that can make balance challenging. Yet while it will never be a 9-to-5 job, Brownstein sees improvement via initiatives designed to promote better work/life balance and flexible work schedules.

As part of her commitment to an improved workplace, Brownstein believes that it’s vital to invest the time to coach and mentor. “I’ve learned you have to figure out your management style and how you want your team to perceive you, which allows you to build a collaborative group that’s adaptive,” she says. “I am really proud of my current team and our reputation for our ability to help people on different projects and engagements.” And, she adds, not only did she get to build her current team from scratch, but she has been able to help them evolve and grow, which pays dividends in a cohesive work environment, where team members will gladly abandon plans as needed to help one another.

And she shares her mentoring skills outside of her division, too, as a member of the Women’s Initiative Network steering committee that focuses on engagement and development. For the past few years she has helped with a group mentoring cohort of five to seven more junior women, where she hosts a series of mentoring sessions that cover topics that are immediately applicable to their current job status. “Helping the next generation is invaluable; even though it takes more time at the moment, the payoff is lasting.”

A supporter of the firm’s Encore! program, she recently hired a woman who had been temporarily out of the workforce. Barclays’ program is different than some in that anyone who sponsors an Encore employee has to have head count availability for them, making it a true path to a career option.

And she just joined a reverse mentoring program with a junior employee, eager to get their perspective and how they see things from a different lens.

An active volunteer, Brownstein has served on various boards with the Jewish Federation in MetroWest New Jersey, this year sitting on the allocations committee. She was recently asked to serve on the advisory board for the LEAD Program, an organization which provides high potential teens of diverse backgrounds with the opportunity to spend time on a college campus and meet with companies to learn more about different skillsets that will be needed in the workplace.

Tennis is her go-to for relaxation. And with two teens, including one a senior who is heading to college, Brownstein appreciates all the time she can enjoy with her family.

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Heather von Zuben, Managing Director, Consumer and Investment Management Division, Goldman Sachs

Heather von Zuben

Armed with a degree from Columbia Law School, Heather von Zuben began her law career advising on mergers and acquisitions and investment management.

However, after an initial period in law, she quickly realized that she was truly interested in being closer to clients and commercial activity.

A Career Change Leads to New Opportunities

“I found the intellectual rigor of legal work very engaging, but I wanted to be closer to my clients’ commercial objectives and help them achieve their goals, so I embarked on a career change,” says von Zuben, global head of Client Portfolio Solutions within the Alternative Investment and Manager Selection Group (AIMS). “I ultimately pursued a role at Goldman Sachs because the people I met at the firm were so dynamic and had such impressive arcs to their careers. I was excited to be a part of that and learn from them.”

Von Zuben initially joined Goldman Sachs in the Alternative Capital Markets (ACM) Group, which is responsible for product development, pipeline generation and engaging with Private Wealth Management clients on alternative investments and private placements. She was named the head of the ACM Americas business in 2014. “ACM is a fast-paced environment, and during the decade that I was a part of the team, we adapted and grew the business through significant change in client demand and market dynamics,” says von Zuben. “It was a great place to start as it gave me insight across a broad array of alternative investments as well as exposure to many different parts of the firm.”

Last year, von Zuben was named to her current position leading AIMS Client Portfolio Solutions, a self-described “stretch role” that allows her to engage with and support institutional and private wealth clients across both alternative and traditional asset classes. “As an open-architecture, multi-asset class platform, we’re able to partner with a wide range of clients collaboratively to identify their opportunities and challenges and leverage our broad range of solutions to help them achieve their unique goals,” she explains.

One of von Zuben’s current focuses is Launch With GS – Goldman Sachs’ commitment to invest $500 million in women-led companies and investment managers. In her new seat in AIMS, von Zuben introduces clients to the Launch With GS initiative and resources available across the firm as they think about integrating diversity and inclusion into their investment programs. “We think investing in diverse teams is a compelling investment proposition because diversity of thought and background leads to better decision making, and can drive outperformance and growth for our clients,” says von Zuben. “When we’re discussing Launch With GS with clients, we also have an opportunity to engage on the firm’s broader diversity and inclusion efforts as well as our clients’ diversity and inclusion objectives.”

Seeking Feedback From Others to Grow

“I’ve benefited greatly from the guidance of many mentors and sponsors over the course of my career, and I put a lot of energy into paying that forward by mentoring and engaging with the people on my team and throughout the firm,” says von Zuben. “I love connecting with the amazing people who work here: getting to know them, what motivates them, and helping them think through how to achieve their goals.”

Von Zuben recommends junior professionals develop deep relationships with others, both within their own organization and on the client side, to solicit feedback, achieve their full potential and grow as leaders. “At the beginning of my career, I was focused on executing at the top of my game more than identifying ways I could help my team be more impactful. I needed to evolve my role from that of an executor to a leader,” says von Zuben. “As I sought feedback from colleagues, I realized the importance of making that transition and adopted leadership styles and qualities from senior individuals who I admired in order to help shape, develop and define my own brand of leadership.”

Today, von Zuben continues to mentor and develop programming for colleagues across Goldman Sachs in her role as co-head of the Firmwide Women’s Network, as well as serving on the managing director advisory board of the Firmwide Hispanic/Latino Network. Her advice to others seeking to grow in their careers includes:

  • Be Confident in What You Bring to the Table: “You have to believe in yourself before you draft others onto your team – don’t waste time doubting yourself; focus on all of the lessons you’ve learned and all of the challenges you’ve overcome to this point to give you the confidence to own your space, contribute to the conversation and drive the business forward.”
  • Focus on Your Mindset: “In a constantly evolving business, change, setbacks and uncertainty are inevitable. You can’t control what comes your way, but you can control how you choose to react to it. A positive, can-do attitude can help you stay motivated, move forward and identify new potential solutions in the face of challenges.”
  • Embrace Opportunities to Step Out of Your Comfort Zone: “Make sure the work you’re doing continues to scale in terms of its impact. Take on new projects and responsibilities when they’re offered to you – even if they might be out of your comfort zone – to continue to learn and grow. ”
    Overcome the Need for Perfection: “Give yourself permission to make mistakes and to fail – if you’re waiting to be ‘perfect’ then you’re probably moving too slowly. Don’t dwell on things that don’t go your way – put your energy into finding a solution, learn the lesson for the future and move forward.”
  • Manage Your Brand: “Be deliberate and self-aware of your brand by seeking feedback from colleagues and executing on it in order to ensure that your perspective aligns with how others see your contributions.”
A Focus on Family

When she’s not in the office, you might find von Zuben cheering on her two daughters on a soccer or lacrosse field in or around New York City. “I spend every minute that I can outside of the office with my family,” she says. “We spend a lot of time exploring all that the city has to offer, from restaurants and museums to picnics or ice-skating in Central Park.” Both von Zuben and her husband are the children of immigrants, and they place a premium on traveling together as a family: “It’s important for us to take our daughters to see different parts of the world and experience different cultures to broaden their perspectives, plus we’ve had some amazing adventures together.”

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Voice of Experience: Maddi Dessner, Managing Director, JPMorgan Chase & Co.

Maddi Dessner featured“Don’t let society constrain your path,” she says, acknowledging that sometimes there is still a lack of support for women entering into the more male-dominated aspects of their industry.

“You have to express interest in new challenges, and remember that most good leaders want to hear what you want to do so they can help your career head the right direction. So be vocal about what you need, whether you’re looking for experience in leadership, global exposure in your firm or experience speaking in front of people.”

Finding Satisfaction in Helping Others

Dessner has spent 24 years with JP Morgan, starting on the floor trading FX options and emerging markets equities, then more recently moving into client-facing roles. Today she leads a group in charge of supporting asset management in the Americas.

“Given that I work in an investment team, my biggest professional achievement is helping people invest well and retire comfortably,” Dessner says, which includes working with them to develop an asset allocation that will deliver a secure retirement. “I am always thinking about the individual who is investing with us and focusing on delivering successful retirement outcomes.”

Given society’s changing demographics, Dessner finds that it’s even more important today than 10 to 15 years ago to help her clients maximize their savings, since many are not sufficiently prepared and need to understand that they can’t invest out of a savings gap.

Being Your Own Advocate For Career Success

Women don’t always raise their hands the same way that men do, notes Dessner. “I probably wasn’t as forceful as I could have been about guiding my career, and I’m lucky to be at an organization that understands how to help people grow a career. While I know I’ve been fortunate to have had that invisible hand guiding my path, that’s not always the case, and it’s crucial for women to advocate for themselves.”

To that end she advises that women build a network and make it part of their job to tend it, suggesting that women devote 10 to 15 percent of every week to ensure they are creating a broader network than just those inside their immediate team. “Keeping your internal and external relationships fresh will propel you forward.”

She also suggests that women not shy away from being candid—that letting colleagues into your whole self while you’re at work is an important part of being a leader.

While she used to feel hesitant to share struggles, as she feared they could show weakness, Dessner now sees that acknowledgement as coming from a positon of strength, proving that you can navigate challenges in your life.

It also brings you closer to your team, she says. “They know there’s a human they can connect with, and people appreciate that. It’s not about oversharing but connecting to people authentically. Rather than keeping everything inside, own the steps in your journey that have brought you to where you are.”

In addition, Dessner recommends evolving your skill set to make sure you’re up on industry trends—and then make sure you ask for what you’re worth. Those are the kinds of skills that can be cultivated in networking groups and in the past, she has served as co-chair of JP Morgan’s Women on the Move program which helps aspiring professionals make connections globally.

Any spare time Dessner has is devoted to her family—boy and girl twins, age 12, and she has found they are at delightful ages to explore activities together, such as travel and philanthropy. They also engage in interesting discussions—such as a recent one where she astounded them by explaining that women didn’t always have the right to vote. “This is an exciting age to parent, where it’s less manual labor and more about helping with guidance and shaping.”

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Voice of Experience: Stephanie Epstein, Managing Director, Chief Operating Officer, Global Marketing, BlackRock

by Cathie Ericson

Stephanie Epstein“Find a passion that you will get excited about every day,” recommends BlackRock’s Stephanie Epstein.

She finds that young professionals are often overly focused on job titles, rather than the job function itself. For example, she found herself debating between two choices—investment banking or consulting—so she focused on determining which activities she most enjoyed and was best at, such as problem-solving, which helped clarify her career goals. “Have an open mind as there are so many opportunities available today that allow you to be creative, whether it’s trading operations, technology or marketing,” she says.

A Career At One Firm, Marked By Different Roles

That advice has served her well over the course of her career. Epstein joined BlackRock, a leading global asset manager, in 2002, but thinks about her career in four distinct phases even though they were all at the same firm. She first joined the firm’s institutional client business, working mainly with U.S. pension plans, which she said afforded her the opportunity to really learn the ecosystem of asset management. Then from 2005 to 2010, she assumed a more operational role, assisting with efficiently integrating the different corporate acquisitions that BlackRock was making to build out its capabilities; it was then that she also learned the inner workings of Aladdin, BlackRock’s risk management technology.

Her third phase was as chief of staff to the president, where she led a team who managed business activities on behalf of BlackRock’s president, building out the role, as she says, “from a white sheet of paper.” It was during that time that she made a lasting impact on the firm’s culture, which she describes as its “secret sauce.” One effort she’s particularly proud of was instituting a firmwide rewards and recognition program that enters its sixth year this summer. The awards are designed to honor employees who embody the firm’s principles, recognizes those who foster an inclusive culture or are excellent people managers.

“It’s a chance to acknowledge amazing colleagues who are great examples of our culture,” Epstein says. “I am proud to see that it gets stronger every year.”

And her fourth and current role is as Chief Operating Officer for BlackRock’s global marketing department, where she is responsible for helping accelerate its transformation to be more data driven. “The marketing world today is so exciting; we are on a journey to articulate our purpose and embed it in everything we do, both externally and internally,” Epstein says.

“Externally, we are focused on helping more people experience financial well-being. From a marketing standpoint, we do that by creating different types of content that prioritize story-telling on a human level to present the empathic side of our brand. Then internally, we want to help our employees connect their strengths back to BlackRock’s purpose of helping others experience financial wellness,” she explains.

Epstein is fascinated by how brand voice can impact the business. Her team recently spearheaded the launch of a new brand identity that incorporates color, typography and tone that all work together to present what she calls a “category-busting look and feel.” While most financial services firms rely on blue tones, BlackRock’s new look breaks out of that mold and leans into black and warmer colors, like orange and yellow. In addition, they are using real people in their photography, which has resonated well and helped strengthen connections with clients, she says.

Paying it Forward to Increase Diversity

Epstein has been fortunate to have been surrounded by amazing women who have acted as role models and sponsors. Now she pays it forward by helping develop women in leadership roles.

One group that has been helpful to her is BlackRock’s Women’s Leadership Program, which helps high-performing women advance their careers. “It is specialized to women with aspirations to make a bigger impact, and it is tremendously helpful for the cohort of women who have been through it, both for sponsorship opportunities and for the ability to network.”

In addition, the Women’s Initiative Network, now in its 12th year, is one of the firm’s most sophisticated employee networks, and she notes another important diversity-related program called “LEAD,” for Leadership Excellence and Development, which is designed to help build out the company’s bench of diverse leaders.

“Many industries are tackling the issues of diversity and inclusion, and financial services is not immune to challenges, so it’s gratifying to help pave the way to further the advancement of women,” Epstein says.

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Voice of Experience: Managing Director, Citi US Retail Bank

Harp RanaWhen Harp Rana’s daughter was younger, and they watched Scooby Doo together, she would say, “Be a Velma, not a Daphne, but don’t let Fred take all the credit.”

When she later had a son, she changed the messages slightly and added “Don’t be a Fred.”

The message, she says, is that you have to be confident in your abilities but refrain from stepping back because it will make someone else more comfortable. “Yes, we are all team players, but make sure your voice is heard when you have a role in a given decision or success,” she says. “You’re better than you think you are most of the time, but sometimes you’re not as good as you think.” The secret is in knowing that it will all shake out if you focus on building your career.

Consumer Behavior Drives Her Passion For Retail Banking

The majority of Rana’s career has been at Citi; she entered as a corporate financial management associate in finance, then moved to the retail bank in 2003 and eventually switched to the business side in 2014 when the right manager and opportunity came along.

One of her proudest moments came a couple of years ago, when she was placed in her current role with an immediate task of turning around efforts to complete the replacement of underlying systems at the US Retail Bank – without disrupting clients or Citibank’s reputation. She succeeded, while at the same time injecting a sense of goodwill and humor to rebuild morale. “There is great power in pulling together a functioning and productive team that can have fun even in difficult moments.”

“I have moved some big rocks. But the work that always has my heart is the work that we are doing to enhance our customers’ experience, products, or financial lives. For example, I am really excited about the work we are doing on Digital Banking. It has exemplified the power of our integrated cross functional teams – working on delivering the best to our customers and meeting their expectations around how they want to bank.”

Always eager to embrace the next challenge, she currently finds this to be a particularly interesting time to be in banking, in terms of client expectations and the economic environment. “I love retail banking because every advancement you read about on the macro side ends up being pertinent to your daily life in terms of client behavior and experience and how that impacts your numbers,” Rana says.

She adds that she is always excited to know what’s next, whether it’s digitization or another disruptor in the marketplace, in an industry that is constantly evolving. “Trends I read about that are not even specific to my seat eventually end up filtering down in a meaningful way through customer behavior,” she says; for example, something as simple as how to pay a friend evolves into advances in mobile. “I read anything I can that has to do with customer behavior and banking and then overlay the changing expectations clients have today around any company they engage with.”

Evolving from the Viewpoint of Gender as a Challenge

Rana has been fortunate to have had a host of sponsors over the year— mostly men, which means she’s never seen her gender as an obstacle. She acknowledges that there are personal challenges that most grapple with, specifically motherhood, but these days she has seen that the concept of “motherhood” has morphed to “parenthood,” as she sees men on the team wrestle with similar challenges.

She also sees that women’s attitudes toward one another have evolved. While there used to be the notion that there was just one seat at the table that women were fighting for, she sees that as a byproduct of yesteryear. “You have to know how good you are, but then also be supportive of the other women. There is more than one seat at the table, and none of us want that seat because we’re a women, but because we’ve earned it.”

While Rana has participated in multiple professional development programs, one that has been noteworthy is the Citi Women’s Leadership program, which she found extremely beneficial not only for the panelists and learning opportunities, but for the camaraderie she developed with fellow members. “We had many similar concerns or issues we were navigating, and it was helpful to have a group to discuss them with,” Rana says.

With two children, ages 16 and 19, Rana spends the majority of her “free time” outside of work with them. In fact, recently when asked to name something she was proud of in a meeting, she immediately said “My kids,” and heard several women mention they wished they had thought of it, too. “We’re so ingrained not to talk about being a mom, but if we truly want to be authentic at work, we can acknowledge that it’s a huge part of our identity.”

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Shital Bhatt, Managing Director, Goldman Sachs

Shital Bhatt

A career is built by playing the long game, chess, not checkers, says Goldman Sachs’ Shital Bhatt.

“What I thought was most important when I was more junior, the technical and functional skills, need to be supplemented with attributes such as being resilient and having grit,” she says. “I wish I had learned earlier, especially as a woman in the financial services sector and with a minority background, how important it is to recover quickly, persevere and not let challenges get you down,” she shares.

Growing Her Career to Earn Those Two Important Letters

Bhatt joined Goldman Sachs as an analyst in 2004 in the Operations Division, and although she’s spent her tenure within this division, she’s had many different experiences, both in function, moving from derivatives to securities. Also moving geographically, beginning in the New York office, moving to New Jersey, and taking a global opportunity in Hong Kong before finally transferring back to New York in 2016.

While it was unexpected, as she was still at a relatively junior level, traveling and living abroad for work had always been enticing to her; although she had assumed the farthest she would transfer would be London. However, when her former manager asked her to join a team he was building in Hong Kong, she booked a one-way ticket in 2010 having never even visited before, and remained there for five-and-a-half years. “It was an amazing opportunity to learn many different functions, and living in Hong Kong was an equally enriching personal and cultural experience,” Bhatt says.

She considers building a life abroad one of the professional achievements she is most proud of thus far. Having always lived close to home, she found it to be a high-risk/high-reward opportunity, but she figured that if her parents could immigrate to the United States in the ‘70s with minimal support, she could take on this challenge.

Bhatt’s second notable career moment was being named a managing director. Reaching this level was always her aspiration, given the many MD role models she admired, but she also finds the accomplishment significant as a first-generation Indian American. “I was one of two daughters, and my parents wanted to give us a great education to fulfill the ‘American dream,’” she says.

“Telling my parents I was named managing director was one of the happiest days of their life, and it was a meaningful way for me to thank them for what they did to help me persevere and get to this level.” She laughs, since everyone in her family is in the sciences – and her dad always wanted her to be a doctor – that she was proud she could finally tell him she was an “MD.”

Bhatt finds that one of the best parts of the industry is seeing how technological advances will change things for the better. For example, she has been fascinated by the intersection between disruptive technologies such as artificial intelligence as they converge with the highly regulated financial sector.

“We are seeing how we can incorporate the best technology available into our controlled environment at an appetite that regulators will be comfortable with. I love seeing how other industries outside of financial services are making it work,” she says.

Helping Build the Talent Pipeline

When considering the challenges of being a woman in the industry, Bhatt believes that key issues are numbers, retention and representation. “There aren’t enough women, so we need to not only attract women as junior candidates, but retain them over a long career.” She says one solution is to help women who are currently in school or graduating discount a misconception that the industry is overly conservative and rigid. “Other people have paved the way as the industry has evolved to be more welcoming, and that will only continue if we bring in even more people who are eager to ensure the industry is more diverse.”

She goes on to stress: “getting women in the door isn’t enough – it’s important for leadership to nurture and grow talent through the ranks by giving their team members interesting and challenging responsibilities.”

In addition, Bhatt believes that as firms work toward equal gender representation, typical stereotypes tied to gender – such as men being “assertive leaders,” and women being viewed as “good teammates” – will evolve.

She says it’s vital that women in top positions take care to spot talent and spend time mentoring the junior population. “Remember that you used to be that analyst admiring the MD and looking for advice and encouragement,” she says. “A good leader can listen to a wide variety of ideas and champion the great ones. It helps the team feel empowered when you listen and assess ideas, then help get the best ideas across the finish line.” She adds it’s equally important to make sure that men are also advocating for women.

Bhatt has benefitted from a number of programs offered by Goldman Sachs, notably when she participated in a program in Asia that brought women in the region together to develop their leadership skills, and provided them with the opportunity to forge connections with senior leaders and one another.

In addition, Bhatt is passionate about the firm’s affinity networks; she was a member, then a steering committee leader and now managing director sponsor for the Operations Asian Professionals Network in the Americas. “I love giving back to this community, and I am honored to be that role model, so if a junior person is hoping to go down the MD road, it will become more accessible when they see someone who looks like them,” she says.

Bhatt is a proponent of maintaining a work/life balance; including understanding when it’s time to engage in new activities to support that goal. While in Asia, she picked up a passion for wellness once she realized that the environment offered plenty of opportunities for socializing – but Hong Kong’s “concrete jungle” didn’t provide many chances for outdoor activities. Bhatt joined a boot camp and practiced yoga, eventually earning her certification – not to actively teach but as a personal achievement. She also traveled extensively in the region, visiting 20 countries across Asia.

One of the driving factors in her desire to return to the United States was family; she has two teenage nephews with whom she is extremely close. “I appreciate that I can give them a picture of a family member in corporate America, and I can help them navigate competitive waters to help shape their paths and give them guidance, such as putting them in touch with the right people and helping them engage in different hobbies and extracurricular activities. In that way, I get to serve as a life coach,” Bhatt says.

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Voice of Experience: Agostina Pechi, Managing Director, Goldman Sachs

Agostina PechiIt’s important to be patient when you are more junior and to realize that building a business can take several years.

“If you work hard and are consistent, you will get there,” says Goldman Sachs’ Agostina Pechi. Yet, she adds that you have to balance that patience with an ability to speak up and vocalize your intention to take on additional responsibility. “You have to make sure that management is aware of the work you are doing,” she says, adding that “mentors and sponsors who can vouch for your work are extremely valuable.”

Building an Expertise in Latin America

After studying economics at Torcuato Di Tella University in Argentina, Pechi moved to London to work for Deutsche Bank in their emerging markets group. Her work at Deutsche Bank took her to Mexico City and then to New York, where she worked as part of the Latin American coverage team. Through working in different environments and under different supervisory styles, she gained what she believes to be an important skill for success: adaptability.

In 2013, Pechi decided to move to Goldman Sachs. “I found it valuable to be based in the headquarters, close to leadership and decision making,” she says. She was tapped to build a Latin American institutional coverage team for the firm that has since expanded its coverage to smaller market countries.

“It was extremely rewarding to know that the firm trusted us to produce in these markets that don’t have as much access to Wall Street and liquidity in their currencies.” She says that the firm’s increased involvement in smaller markets has fostered its reputation in the region, generating new business, with revenue comparable to that of larger economies. “Direct investment is key for these economies to grow – it’s important for them to obtain financing to facilitate investments in key areas such as infrastructure, and it has been rewarding to help clients in these regions achieve their goals,” she says.

Pechi considers the growth of fintech to be one of the most important rising trends, namely due to the way the sector will disrupt existing business methods. She believes that Goldman Sachs is on the cutting edge of this change, and will be able to expand product offerings and support a greater array of clients.

“History has shown that doing things the same way because that’s how it has always been done is a disadvantage, and I believe we are at the forefront of the radical change that is coming,” Pechi says.

Sharing Her Passions With Others

At Goldman Sachs, Pechi is highly involved with two affinity networks. She sits on the steering committee of the Hispanic and Latino network, which provides tools and guidance to Latino individuals to navigate and excel in their careers. She is also co-head of the Securities Division Women’s Network, which hosts monthly meetings, events and a “Strategic Insight” series designed for women to connect with senior management across different divisions. The program has been so successful that other businesses across the firm have expressed interest in replicating it. She is currently in the midst of helping to plan a half-day seminar where network members will have an opportunity to interact with senior leaders of the firm.

She enjoys mentoring other women and recommends to others, “Surround yourself with people who believe in you along each step in your career.” She goes on to note, “Great leaders are innovative, and we will succeed when we realize we can’t all look at the world in the same way.”

Outside of work, Pechi channels her passion for improving her community into Project Art, a program that uses space in public libraries for children in under-resourced areas to meet and make art. The program has spread across the country to become the largest arts-related after-school program in the United States. Since Project Art relies on free public spaces instead of renting pricey classroom space, the majority of funding can go to hiring great teachers and acquiring materials. Pechi, who has a two-year-old daughter of her own, appreciates the chance to offer an avenue for children to stay busy after school and to learn to communicate through the arts.

“Helping communities around me is an important part of my life,” she says.

Another form of art is also important to her — dancing tango, which she learned in Argentina from her grandparents. Two years ago when she was involved in planning efforts for the firm’s Hispanic Heritage Month, she arranged for an external dance team to perform the tango – and even performed alongside them.

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