Tag Archive for: mentorship

Nancy Stern: Managing Director and General Counsel, Simplex Trading

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Nancy Stern

By Jessica Darmoni

“The (trading) industry is built on people working together,” explains Nancy Stern. “You have to think of your interactions as long-term relationships. Something that makes sense in the short term may not serve you—or others—over time. You always have to ask: what are the unintended consequences?”

That long-term view has shaped Stern’s approach at career inflection points, business strategies and regulatory guidance. After first speaking with Stern over 10 years ago, The Glass Hammer sat down with her to talk about where she is now.

Today, as Managing Director and General Counsel of Simplex Trading, Stern stands at the intersection of market structure, regulation, technology, and leadership. She is the first, and only, lawyer at the 20-year-old market-making firm, a role that requires both precision and perspective.

Building Legal Infrastructure in a High-Speed Market

Simplex Trading operates as a market maker in the fast-moving world of equity options, where milliseconds matter and volumes have exploded. They continuously buy and sell options to capture the bid-ask spread. The firm is connected to 17 exchanges and has traders on the trading floor at Cboe Global Markets.

Over the past decade, the equity options market has transformed dramatically. Retail participation has surged. Trading volumes have exploded. Zero-day-to-expiration (0DTE) options have compressed time horizons to a single day—sometimes blurring the line between investment and entertainment for retail traders. In this environment, risk evolves quickly.

“We are in the business of taking risks,” Stern says. “My job is evaluating those risks. You have to understand the full picture—but most importantly, you have to adapt.”

Simplex historically relied on outside counsel. As the business grew more sophisticated, leadership recognized the need for an in-house legal leader to manage risk proactively, implement processes, and help shape culture from within.

Stern stepped into that role not only to mitigate legal exposure, but to build systems that support sustainable growth.

Her mandate includes implementing new procedures, strengthening governance, and aligning culture with regulatory expectations, all while keeping pace with accelerating technological change, including the integration of AI tools that are reshaping industries at unprecedented speed.

“The pace of change continues to accelerate,” she notes. “The tools are new but in many ways, the challenges are iterations of what we’ve faced before. That’s what makes it exciting to put these new tools into practice.”

From General Counsel to CEO, and Back Again

The Glass Hammer first met Stern in 2015 as Executive Vice President, General Counsel and Secretary of Allston Trading. She went on to become CEO of the proprietary trading firm, which was then acquired by DV Trading in December 2021. After the acquisition she joined futures commission merchant and clearing firm, ABN Amro, as Chief of Staff and General Counsel until 2024.

Her earlier career includes partner roles at Katten Muchin Rosenman LLP and Gardner Carton & Douglas LLP (now Faegre Drinker Biddle & Reath LLP), where she built the legal foundation that would later support her executive leadership.

Transitioning from General Counsel to CEO required more than technical skill, it required self-awareness.

“Coaching was very important to me,” Stern reflects. As she prepared to step into the CEO role, she worked with an executive coach and encouraged her team to do the same. “Understanding your strengths and weaknesses is essential. Sometimes you need someone outside your organization to help you think clearly.”

That investment in self-knowledge became a catalyst for growth.

Resilience, Realism, and Knowing When to Walk Away

Leadership, especially in high-stakes financial environments, inevitably includes moments of doubt. Stern approaches setbacks with a problem-solver’s mindset, and with realism.

“You have to ask yourself: Is this a situation I can improve? Or should I walk away? Can I make this better, or would someone else do a better job?”

She describes herself as loyal and deeply committed however she also recognizes limits. Not every system can be fixed from within and not every environment is the right one.

For women navigating leadership roles, that distinction is powerful: resilience does not mean staying at all costs. It means making thoughtful, courageous decisions about where you can create impact.

Mentorship in All Directions

When asked who influenced her most, Stern doesn’t name a single figure.

“I’ve been fortunate to have mentors at every stage and from all directions,” she says. “Senior people, junior people, peers.”

She learned the craft of law from colleagues in law firms. She learned how to lead organizations by listening to those who understood the pulse of the business and the pain points of its people.

What does she value most?

“Anyone willing to speak the truth, even when it’s difficult.”

Now, she pays that forward. Mentorship is one of the impacts she most hopes to create.

“There are people with tremendous talent who just need guidance on specific questions. If I can help them move forward, that’s incredibly satisfying.”

What the Future Demands from Leaders

As markets evolve, so must leadership. Stern believes future leaders will need empathy and the ability to put others first.

“Strong listening skills, sound judgement and the ability to sift through vast information to make principled decisions will be demanded of our leaders,” she emphasizes.

Stern also believes that execution, the discipline to turn vision into reality will be crucial.

“Vision without execution doesn’t count,” she says.

In an era of accelerating AI adoption, shrinking time horizons, and increasingly complex market participation, those human-centered skills may matter more than ever.

Leading Into the Future

What inspires her now?

“New tools. New experiences. New ways to approach old challenges.”

Despite decades of experience across law firms, trading floors, executive suites, and boardrooms, Stern remains energized by evolution.

Her leadership is not about chasing speed but about thoughtful adaptation, long-term relationships as well as clear-eyed risk assessment and helping others grow along the way.

In industries often defined by volatility, Stern’s career is a reminder that sustainable leadership is built not only on expertise, but on empathy, integrity, and the courage to continually adapt.

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The Future and the Women Powering It: Katherine Kirkpatrick Bos, General Counsel, StarkWare

Katherine Kirkpatrick BosKatherine Kirkpatrick Bos, General Counsel of StarkWare, is excited about zero knowledge proof technology (ZKP), a revolutionary tool in cryptography. She explains that ZKP allows people to prove something is true without revealing underlying information.

ZKPs enable verification without disclosure—complete, sound, and private. While often discussed in the context of blockchain scalability and transaction speed, their possible use extends far beyond cryptocurrencies. Healthcare records, voting systems, and government services all rely on forms of verification that routinely overshare personal data. Zero-knowledge technology offers a path to redesign those systems around privacy by default.

“StarkWare is deep, cutting-edge technology,” she says. “These are some of the smartest cryptographers and developers in the world.”

This potential drew Kirkpatrick Bos to StarkWare, a company building cryptographic systems at the frontier of zero-knowledge technology. The work is not only about present-day challenges. StarkWare has also developed quantum-resistant technology—an increasingly urgent priority as advances in quantum computing threaten existing cryptographic standards.

“Quantum computing could break a lot of what we rely on today,” she notes. “Quantum-resistant code makes that significantly harder.”

Choosing the Right Room

Prior to joining StarkWare, Kirkpatrick Bos was in listed derivatives on digital assets. She was the Chief Legal Officer of Cboe Digital, a U.S. regulated exchange and clearinghouse for spot crypto and crypto derivatives markets; and General Counsel of Maple Finance, a capital efficient corporate debt marketplace which facilitates crypto institutional borrowing via liquidity pools funded by Decentralized Financial (DeFi) ecosystems. Kirkpatrick Bos was also a partner in the Special Matters and Government Investigations practice at King & Spalding.

Kirkpatrick Bos is candid about career inflection points. She has experienced the frustration of executing a plan within a business that wasn’t growing as expected—and realizing she wasn’t in the room where the real decisions were being made.

“That’s a difficult place to be,” she says. “Especially if you believe you could be doing more.”

The response, in her view, is rarely comfort. It is movement.

“It’s much easier to stay where you are than to start over,” she notes. “But if you want growth, you have to take that risk.”

She is especially direct about this advice for women, who are often encouraged—explicitly or implicitly—to value stability over advancement.

“I’ve always approached my career strategically. You have to understand what’s next.”

Mentorship, Integrity, and Judgment

Kirkpatrick Bos credits much of her professional grounding to early mentors, including a senior partner she worked with for over a decade at King & Spalding.

“He could be prickly,” she recalls, “but he inspired loyalty through integrity.”

That lesson—never compromise ethical standards—has stayed with her. So has the importance of seeing what is possible. Senior women who pushed boundaries in their careers made abstract ambition tangible.

“If you see it, you can be it,” she emphasizes. “If others are doing it, it’s not impossible.”

The guidance she now imparts is unsentimental and practical: protect your principles, make hard decisions when required, put your family first, and outsource what you can.

Leadership in an Age of AI

As artificial intelligence reshapes professional services, Kirkpatrick Bos remains skeptical of claims that judgment can be automated.

“AI is a powerful tool,” she acknowledges. “But it can’t replace instinct.”

Over her career, she has seen lawyers develop competence through experience—and others who never do.

“Judgment is hard to teach. Problem-solving, instinct, knowing when something doesn’t feel right—that still matters.”

As General Counsel, much of her role is translation: helping regulators understand technology, and helping technologists understand the law.

“You have to listen carefully,” she says. “Then explain things in a way the other side can actually understand.”

Why It Endures

There are always difficult days. Seniority does not eliminate friction; it reframes it.

What sustains Kirkpatrick Bos is the belief that the work itself matters—that she is helping shape the legal and regulatory framework for technologies that will define the next generation.

She imagines a future where people look back in disbelief at how much personal information was once routinely shared to prove a single fact.

Innovative technology, she believes, does more than improve systems. It keeps people engaged, even when the work is hard.

And in that sense, zero knowledge is not just a cryptographic concept—it is a blueprint for more thoughtful leadership.

By Jessica Darmoni

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

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Deborah Overdeput“I can look back and point to the promotions, the double-digit growth, all the successes along the way, but I never truly believed in my success until I stepped out on my own and built a business,” says Deborah Overdeput.

That moment of independence was not just a career milestone, but a shift in how she saw herself as a leader: someone who thrives on curiosity, creates clarity where there is none, and knows when it is time to pivot.

From Rocket Science to Market Growth

Overdeput began her career as a rocket scientist, trained in space station computing and fault-tolerant systems. Yet, when she relocated to Belgium for an engineering role at Swift, she felt restless. “I realized I really liked talking about what we were doing rather than actually building it. Once I got bit by that bug, I knew I had to transition into marketing.”

With no formal background in marketing, Overdeput made a bold decision: she would become a Chief Marketing Officer in technology. That goal guided every step she took, from mastering the fast-changing dynamics of marketing to taking lateral moves and pushing herself into stretch roles that expanded her skills and influence. At SunGard, her determination paid off as she advanced from marketing a single product line to overseeing more than 40. Later, at Sapient, she led the repositioning of a 250-million-dollar business unit and helped drive it to more than 500 million dollars in under five years.

What she took away from those years was simple: strategy only works if it is rooted in reality. “If you do not understand how products work, how teams operate, and what customers actually need, it is hard to make the right choices. I have always believed strong leadership starts with really knowing what is happening on the ground.”

Creating Clarity in Uncertain Times

Overdeput believes leadership matters most when circumstances are ambiguous. “You do not need leadership when everything is well defined. You need leadership when the path is unclear and the pressure is high. My role has always been to take that uncertainty, translate it into strategy, and help others see the way forward.”

That principle carries into her role today as COO at Innovative Systems, where she leads global product management, marketing, operations, and human resources. “My focus is on enabling human potential by aligning talent, strategy, and resources so that even in shifting markets, our people can do their best work and deliver meaningful impact for our clients.”

Innovative Systems is also known for building long-term relationships with clients, some spanning decades. Overdeput emphasizes that trust is both a differentiator and a responsibility. “Our clients count on us not just for technology, but for partnership. Delivering on that promise, year after year, is what keeps us relevant and resilient in a shifting compliance landscape.”

Lessons in Confidence and Voice

Before her COO role at Innovative Systems, Overdeput built a successful consultancy as a fractional Chief Marketing Officer. Working with a range of technology and financial services clients, she discovered a new level of confidence in her own capabilities. The experience affirmed her expertise and sharpened her ability to deliver high-impact results across different businesses and industries.

She also discovered her voice had changed. “Earlier in my career, as a woman inside large companies, I often found my ideas ignored until repeated by a man. Over time, I learned to strengthen my voice, to claim my authority. Today, people stop and listen not just because of my title, but because they know I speak with conviction and experience.”

That conviction shapes her leadership style today. “I try to listen more and advocate for voices within the company. Leadership is not about being the loudest person in the room. It is about making sure the right voices are heard.”

The Power of Networks and Mentorship

For Overdeput, networks and mentorship are essential leadership tools. She has mentored University of New Hampshire students since 2009, often those with math or computer science backgrounds like her own. “I tell them, start early. Build your network, get on LinkedIn, connect with your peers. Those relationships are career changing.”

Mentorship, she says, has shaped her as much as her mentees. “Working with students helps me see how the next generation thinks, what motivates them, and how they want to grow. That perspective is essential for any leader who wants to build teams that are not only high-performing today but also ready for tomorrow.”

It is also what inspired her latest project: Walk Away, a book she is co-authoring with Sally Clarke. “The book brings together stories of women who reached pivotal moments and chose to leave situations that no longer aligned with their values or ambitions. Hearing these stories has been like sitting with different mentors. Each one has helped me rethink the situations I face in my own career and the challenges my mentees bring to me. One of the women said, ‘Walking away was the boldest form of leadership I have ever practiced.’ That stayed with me, because leadership is often about knowing when to stay the course, and when the braver choice is to step into something new.”

Building Teams Through Talent

For Overdeput, the heart of leadership lies in building strong teams. “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.”

Her approach is less about rigid processes and more about creating conditions for people to thrive. Weekly check-ins, open conversations, and celebrating wins keep teams connected and aligned to a bigger purpose. “One of the most rewarding experiences is when a team pulls together to deliver something bigger than any one individual could achieve. I make it a point to celebrate those moments, because they remind me that leadership is not about one person’s actions, but about creating the environment where everyone’s contributions matter.”

Leading With Intuition and Humanity

Her leadership philosophy is also shaped by yoga and meditation, which she has practiced for more than 30 years. “Yoga taught me how to breathe through stress and build core strength, not only physically but also in the way I show up as a leader. Meditation taught me to quiet the noise, to see the world beyond my own ego, and to stay present for others. Together, they remind me it is not about me, it is about enabling others. Maya Angelou captured it best: people will forget what you said and what you did, but they will never forget how you made them feel. That truth stays with me, because I have seen it reflected back in the people I have supported, watching their success become part of my own impact.”

And from her mother, she learned the value of having a cheerleader in your corner. “She showed me that sometimes what you need most is someone who believes in you, no matter the obstacles. That is the kind of leader I try to be for others.”

Looking Ahead

Asked what drives her today, Overdeput points to impact. “I want to look back and know I left a stamp, that I built teams, grew businesses, and created opportunities for others to succeed. For me, leadership is about enabling human potential in ways that last, so the people and organizations I have touched continue to thrive long after I have moved on.”
That philosophy ties her trajectory from rocket science to COO together. As she puts it: “Great leadership means building great products, growing great people, and creating clarity in a complex world.”

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

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Johanna Diaz“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?” says Johanna Diaz. “When you can identify core tenets to return to and hold yourself to them, they become a guide for navigating almost anything.”

Led as much by her intuition as by the foundational aspirations of her first-generation beginnings, Diaz leverages every opportunity to learn, grow, and lead. She shares how her trajectory reflects not only her resilience but also the support of mentors whose influence continues to inform her leadership.

From the Bronx to Goldman Sachs

Born in the Bronx to parents who immigrated from the Dominican Republic, Diaz understood the value of education from an early age: “being a first-generation American, my parents made it a priority for my siblings and me. We were the first in our family to attend university and enter the business world.”

For Diaz, that focus on education was also a path to financial stability, which led her to pursue accounting — a profession she saw as both practical and reliable. Starting her career first as an intern and then as a CPA at Grant Thornton, Diaz gained both skills and exposure. When she was first introduced to Goldman Sachs as a client of Grant Thornton, the experience left an impression.

“I was blown away by the caliber of the people, the rigor around collaborative teamwork and the focus on delivery.” That exposure opened her eyes to possibilities beyond what Diaz had imagined. When the opportunity came to join Goldman, she took the leap. “That was the first big twist in my career as it redirected my vision from accounting to a whole other world of possibility.”

Over the next two decades, Diaz’ career grew organically across business development, research, and ultimately asset management to be the Global Head of Alternatives Product Strategy, a role that she finds equally rewarding and inspiring.

“The last five years have been so incredible, pivoting to the alternative investing landscape. I’ve had the opportunity to help build a business from scratch and expand the shelf as it relates to our products. The content, as well as being a part of a team that is integral to Goldman Sachs’ growth has been so fulfilling.”

The Influence of Mentors and Executive Coaching

Diaz credits her ability to pivot, take risks, and grow in new roles as being bolstered by the mentors who offered guidance and perspective along the way. An early mentor gave her a piece of advice that still resonates: take stock every few years.

“That conversation was pivotal for me. Even 20 years later, every two to three years, I take a personal moment of deep reflection: Where am I? Have I accomplished what I set out to do? Could there be more? That practice has guided me throughout my entire time at Goldman.”

She sees mentors as a personal “board of directors” — people who know her well and can be honest when she calls on them for guidance, whether about career decisions or balancing family and work. “My mentors played a huge role in helping me navigate my personal journey, including building a family, while building momentum in my career.”

Executive coaching complemented that support, giving Diaz structured feedback and tools to grow. Early programs offered through Goldman helped her refine presentation skills, while later on she focused on refining “leadership and communication skills but in a more nuanced way than I’d ever had before.”

Together, mentorship and coaching have provided Diaz with both a trusted sounding board and a framework for continuous growth, shaping the leader she is today.

Values-Driven Leadership

Beyond the mentors and coaches who helped guide her, Diaz points to a foundation of authenticity and integrity as key to her success.

“First and foremost, it’s important to remain true to yourself,” she says. “All of my values anchor around being a good human and working with high integrity. They guide me through everything I do.”

Fairness is equally central. Diaz strives to create a work environment where people feel valued, connected, and confident that they will be treated justly. “I want to be someone people feel comfortable approaching,” she explains. “They should know I’ll listen and provide support.” Drawing on lessons from leaders she has worked with, Diaz shapes her leadership around trust, relationship-building, and followership.

Hard work and high standards also define her approach. She believes in delivering quality work with reliable outcomes and modeling excellence to inspire her team to do the same. “As a baseline, I expect that not only of myself, but it’s also important to me to set the right example that my team then wants to follow,” she notes.

Embracing Risk

While Diaz’s career has been marked by achievement, it has not been without moments of uncertainty. She recalls these moments as an opportunity to pause and reflect.

“Early on, I faced a decision about whether to continue in research or move toward a more strategic, leadership-focused role. It was uncomfortable because I wasn’t sure I’d excel, but I leaned on my core values and trusted mentors to guide the decision.”

Over time, Diaz has learned to embrace risk thoughtfully, viewing it as an opportunity to challenge herself and explore new possibilities. Her recent transition into asset management illustrates this approach. Encouraged by a mentor to consider another part of the firm, she reflects, “it was through that conversation that I realized that it was time to take a risk. I was super comfortable. I had a lot of security. I had to consider, ‘do I want to push myself a little more?’”

Deciding to “take a risk on herself” and accept the opportunity to become the COO of Goldman’s growth business, Diaz says, “was a big transition. But it pushed me, and it’s been the most pivotal part of my career.”

Legacy of Access and Opportunity

Looking ahead, Diaz is focused on creating opportunities for others to grow, much like she was supported throughout her career. “I hope to provide a platform for the teams I work with, and for the junior professionals I mentor, where they have access, exposure, and opportunity the way I did.”

Reflecting on her own journey, Diaz acknowledges how her first-generation roots are a part of shaping this commitment. “We really have lived the proverbial American dream. My parents grew up on a farm — my mom one of 12 kids, my dad one of nine — and through a combination of hard work, timing, and a little luck, we’ve seen growth that isn’t just financial. It’s also about access to the world, to opportunities that otherwise wouldn’t have been organic. It’s important to me and my family to pay it forward.”

Thanks to the holistic support embedded in Goldman’s culture, Diaz also makes an impact beyond the firm through programs like 10,000 Small Businesses. “Having the opportunity to serve as a mentor in the program, I have listened to small business owners’ pitches and given feedback—providing people with access that they otherwise wouldn’t have.”

Ultimately, Diaz measures her legacy by the people she supports. By combining high standards, integrity, and a values-driven leadership style, she aims to cultivate talent, inspire confidence, and foster a culture where people feel valued, challenged, and capable of achieving their potential.

“If, 20 years from now, I can look back and see that the people I touched built successful, meaningful careers, then I’ll know I’ve done my part.”

By Jessica Robaire

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Sally J. Clarke: Entrepreneur and Author

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Sally J Clarke“It took me a long time to realise that I am a verb, not a noun,” says Sally Clarke. “That’s why I now have a portfolio career.”

From leading communications at some of the world’s largest fintech companies to writing novels, building a business, and advising boards, Clarke has consistently evolved while staying true to her values of creativity, integrity, and impact.

Clarke shared with The Glass Hammer her experiences in shaping a career defined by movement, meaning, and a refusal to be boxed in.

On embracing a portfolio career:

“At the world’s largest financial technology companies, I led global marketing and communications over an eleven-year period. I’ve built and sold an online arts business, won multiple awards in the technology industry, published my fiction novel  Ringside Gamble, established the advisory practice of Asia’s leading think tank, visited Iran and Kazakhstan on writing assignments, sat on several boards across both the arts and technology sectors, and am now writing two new books. One non-fiction and the other fiction.

“It took me a long time to realise that I am a verb, not a noun. That’s why I now have a portfolio career. From my home in Singapore, I divide my time between advising technology companies solving complex problems, writing, and participating on boards.  My career continues to be an evolutionary process, not a ladder, but a landscape.”

On the personal qualities that shaped her path:

“I’m an optimistic team player — resilient and reflective. I was born into a working-class family and had my first job at the age of 14, delivering newspapers in rain, sunshine, sleet, and snow on my not-so-trusty, rusty bicycle. To this day, I can still remember the click-clacking sound the pedals made! I supported myself and earned scholarships through university and two postgraduate Master’s degrees — one in International Finance and the other in Asian Art History. I work hard to stand in the other person’s shoes.”

On living her values in high-stakes moments:

“Thanks to my parents, I have an internal compass forged in tungsten, a North Star I’ve trusted throughout my life.  I take time to reflect and rely on qualitative as well as quantitative data when forming decisions.

“In Singapore, I faced significant pressure to tell a potential customer at one firm that we had paid pilots — when the company did not. The same founder misinformed about the readiness of the software, employed bullying tactics and took credit for other people’s achievements. As a consequence I found opportunities aligning to my integrity and transitioned from the firm.

“The second challenge was leading the development and rollout of a content management system (CMS) and the front-end client interface. I pitched and secured USD two million in funding to lead a team of developers, designers, and project managers to rapidly build a web platform for data distribution. When it came time to go-live, self-doubt crept in. Many people told me the CMS would be rolled back — I had countless sleepless nights. But I trusted the process, and the so-called Greek chorus of naysayers was wrong.”

On mentorship and the power of stories:

“I’ve had the honour of working on the teams of some incredible people, such as Michael Rushmore who was pivotal in contributing to the growth of IHS Markit, a company I joined as head of marketing and communications in 2007.  Data giant S&P Global agreed to buy IHS Markit in a deal worth $44 billion in November 2020.  Michael had phenomenal insights, which I still share to others.  For example, “don’t make them have to work it out.” This golden nugget refers to the importance of communicating in such a way that your ideas land.

“Cristobal Conde former President, Chief Executive Officer and FIS and Chief Executive Officer at SunGard is a leader I admire.  He was incredibly supportive of the sustainability framework I helped build during my time at the latter firm.  At SunGard I won the President’s 100 per cent award.

“I read. A lot. Both fiction and non-fiction. Some of my favourite start up books, Shoe Dog by Nike co-founder Phil Knight,  Start Up CEO, by Matt Blumberg,   Play Nice but Win, by Michael Dell, and  Venture Deals: Be Smarter than your Lawyer and Venture Capitalist by Brad Feld and Jason Mendelson are examples.  I am inspired by stories. Indra Nooyi , former Chairman and CEO of PepsiCo, is another business leader I follow, and can thoroughly recommend My Life in Full.”

On how she leads with positivity and empathy:

“One piece of advice that shaped me early on was: “Don’t wait for permission.” It gave me the confidence to lead with conviction, long before I had a formal title. That mindset has served me well: whether I am building global brands, launching a start-up, or navigating difficult company mergers.

“But perhaps more influential than any single piece of guidance has been the example set by the leaders I’ve most admired. They led with clarity, composure, and care, especially in high-pressure situations. They didn’t command attention with noise; they earned respect with consistency. And they made people feel seen.

“Something I’ve carried with me through every chapter of my career is this: always role model the positive. Culture is shaped by what we tolerate, and by what we choose to amplify. So even when things are tough, I make a conscious choice to lead with optimism, empathy, and purpose. It’s not about pretending everything’s perfect; it’s about showing up in a way that helps others believe in what’s possible.

“And finally, I’ve learnt that how you leave matters as much as how you lead. It’s easy to focus on beginnings, but endings reveal who we really are. Whether moving on from a role, a company, or a chapter, I try to exit with the same integrity and thoughtfulness I brought to work itself.”

On redefining success:

“I often tell those I mentor that you can define success on your own terms, but only if you’re brave enough to step outside the conventional path. Early in my career, I tried to fit into other people’s expectations. It wasn’t until I started backing myself that I truly began to build things of value.

“I’ve learnt that leadership isn’t about knowing everything; it’s about being willing to go first, to take risks, and to bring others with you. I’ve built global brands, scaled start-ups, and now manage a portfolio career, and through it all, what’s mattered most is clarity of purpose, emotional resilience and having smart colleagues who challenge you.

“I would also say this: creativity is not a luxury; it’s a leadership superpower. Whether you’re building a business or writing a novel, the ability to imagine something that doesn’t exist yet and make it real is what sets great leaders apart. That, and the ability to walk away from what no longer serves you.

“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.”

On blending purpose with creative pursuits:

“I aim to continue supporting the efforts of sustainable companies using technology to make the world a better place. One particularly impressive firm I have worked with is Yokahu, a leading innovator in parametric insurance.

“That same sense of purpose carries into the passion projects that are a part of my portfolio career. In 2023, Ringside Gamble, a universal story about a young boy with a big dream, was published. Christopher Hatton (Star Trek: The Next Generation, Raven’s Hollow) is attached as producer for the feature film adaptation. I donate a percentage of the royalties to support the purchase of books and school equipment for children in Khao Lak, Thailand.

“With Deborah Overdeput, Chief Operating Officer of Innovative Systems, I’m currently working on a non-fiction book. It features a series of interviews with C-suite women, many of whom have founded their own successful companies or hold senior roles at the world’s leading banks and technology firms. More than a series of personal narratives, it is a testament to resilience, ambition and the power of choice. Each story shares hard-won insights, lessons in leadership and practical guidance for those looking to shape their own future. We’re currently seeking a publisher, with submissions expected to begin in September 2025.

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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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Pamela Codo-Lotti: Partner, Global Chief Operating Officer of Shareholder Activism Defense, Goldman Sachs

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Pamela Codo-Lotti“Throughout my life, I’d often find myself in situations that were unfamiliar, but having the will to take the harder path typically leads to greater rewards,” says Pamela Codo-Lotti. “When I left Côte d’Ivoire for France, and later France for the U.S., my parents would ask, ‘Why do you always choose the most difficult route?’ But I’d remind them — that’s the example they set.”

Resilient and driven, Codo-Lotti is continually inspired by the values her parents instilled in her from a young age. As a newly minted partner at Goldman Sachs, she has embraced challenges with relentless determination, a strong intellectual curiosity, and an unwavering commitment to her clients and colleagues. From her early love of numbers and education to her passion for mentorship and financial independence for all, Codo-Lotti shares how persistence and purpose are central to her journey.

From Associate to Partner

Fueled by an early interest in numbers and giving advice, Codo-Lotti found a career in finance to be the perfect fit.  After moving to the U.S. from France to earn her MBA at the Wharton School of Business, Codo-Lotti joined Goldman Sachs as an Associate.  Over the next two decades, she rose through the ranks up to her recent promotion to partner.

“It was a great moment because it’s a recognition by your peers and by your clients, of all your hard work,” she reflects. “I look forward to continuing to focus on building a stronger business, giving advice to more clients, and mentoring more people.”

For Codo-Lotti, the partner title is not just an accolade but a platform to amplify her impact.  “As a senior leader, I have a deep understanding of the firm, allowing me to offer practical guidance and support to others in achieving success.”

Codo-Lotti credits her natural curiosity as an important element in her career evolution.  “Finance is an expansive and ever-evolving field, and there’s always more to learn. Curiosity drives me — I’m constantly reading, exploring, and deepening my understanding of different areas, even in my current role.”

A Foundation of Education and Determination

Codo-Lotti notes how her insatiable curiosity and determination are rooted in her childhood and the inspiration of her parents, whom she considers trailblazers.

“They came from a small African country, Benin, and were sent to study in France on merit-based scholarships. They always told us, ‘Your brain is the most important thing. Nurture it.’ They went out of their way to get us to the best schools, no matter what.”

Her parents’ determination to give her a solid educational foundation was equally matched by Codo-Lotti’s internal drive. She highlights this quality as an important element to her success.

“There is a little white dog in a famous French cartoon named Idefix (“Idee Fixe”), which literally means ‘fixed idea.’ My dad nicknamed me that because even from a young age, when I want something, I go after it. Persistence and staying focused on the end goal really helped me in my career and got me through difficult and challenging moments.”

An Empathetic Approach

“People often tell me that I’m very empathetic,” she says. “It has been a tremendous asset because my clients know that I genuinely care. When someone has a problem, I really want to find a way to help. I think it has played a significant role in my career.”

Empathy also shapes Codo-Lotti’s leadership style. She explains, “In a team there will inevitably be a lot of opinions, so it is important to understand where people are coming from and what they’re looking to achieve.”

In addition, she tries to be  intentional about being accessible to her team, recognizing that as she becomes more senior, the perception of her availability and approachability may change.  “It’s important for me to spend time with my team at work, but also making sure we connect informally, whether for a quick coffee catch-up or dinner.”

Mentorship Advice

Beyond the inspiration of her parents, Codo-Lotti points to the guidance of mentors as integral to her career development. Now as a mentor to others, she advises, “the most important thing is to trust yourself and not shut down your own voice. While advice from mentors is important, they succeeded based on who they are. What works for them may not work for you.”

She continues, “what I tell people is that I will give you advice and tell you what I think is best, but at the end of the day you have your own instincts, and you have to see if that fits with who you are and what you want to do.”

When it comes to fostering mentoring relationships, Codo-Lotti encourages taking initiative. “Sometimes you have to take chances. Whenever I worked with someone who impressed me, I put time on their calendar and introduced myself. Sometimes you click, sometimes you don’t, but when you do, you invest in that relationship.”

Finding Strength in Uniqueness Through Executive Coaching

Executive coaching has played a pivotal role in Codo-Lotti’s growth, particularly in embracing her uniqueness while leveling up her communication skills. “I’m a French native speaker; English is my second language. When I came to the U.S., it took me a while to view my accent not as a disadvantage, but as something that made me unique.”

Coaching helped her refine her communication. “I focused on how I could be more structured, more powerful, more impactful—so that the accent became a strength. The firm provided me with a coach who helped me work on my communication and presentation style, which really made a difference. I also found having an external perspective, someone who listens and helps you understand how others hear you, to be invaluable.”

Committed to Education and Financial Independence for Women

Looking ahead, Codo-Lotti is passionate about uplifting the next generation.  As a senior leader at Goldman Sachs, she emphasizes, “I hope to help a lot of talented and diverse junior bankers succeed.”

Codo-Lotti looks to extend that impact beyond Goldman Sachs through her work with the Jeremiah Program, which helps single mothers return to college.  As a member of the board, Codo-Lotti is thrilled to be a part of the program’s mission.

“By supporting single mothers in pursuing their education, there is an opportunity to break the cycle of poverty across two generations — empowering both mother and child, so she doesn’t have to choose between her education, financial stability, and caring for her family.”

As a mother of a young family, Codo-Lotti finds joy in watching their intellectual curiosity take shape. “It’s fascinating to watch my children grow into their own as human beings.  My husband and I love seeing their minds expand, even when it means that they start beating us at board games. It’s a reminder of how quickly they’re learning and evolving.”

Just as she was encouraged to nurture her mind and embrace learning, Codo-Lotti is committed to passing that mindset forward — both at home and in her broader mission to empower others.

By Jessica Robaire

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Julie Burger: Co-Head of Public Finance, Wells Fargo

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Julie Burger“I’m incredibly proud of what we’ve built—not just as a public finance department but in the way we serve and connect with clients, which has always been a priority for me,” says Julie Burger. “Being a player-coach leader lets me guide the team while staying hands-on, delivering smart, impactful solutions every step of the way.”

For nearly two decades, Burger has dedicated her career to public finance, crafting a path defined by hard work, meaningful connections, and a passion for tangible impact. From her very first internship at Bank of America, she realized she had found the right fit—a field that blended challenge and purpose in ways that resonated deeply.

“I loved public finance,” Burger reflects. “It’s been my career since day one. Starting as an analyst, I worked incredibly hard to learn, grow, and show that I was willing to work harder than anyone else. That’s been a central theme in my career— dedicating myself fully and relentlessly to everything I do.”

In 2011, Burger joined Wells Fargo during a pivotal moment when the firm was in a building phase. “I had the chance to help build our transportation public finance practice from the ground up,” she recalls, noting how much she enjoys collaborating with her clients and colleagues on meaningful projects.

Her unwavering tenacity and passion didn’t go unnoticed. Two years ago, she was named Co-Head of Public Finance. “It was a challenge and an opportunity,” she says. “Public finance needs more women leaders, and I felt I owed it to myself and others to step up. It’s been incredibly rewarding.”

In her leadership role, Burger, alongside her co-lead, has guided her team to remarkable success, achieving a top-five ranking as senior manager of negotiated issuance in the municipal market. “I’m incredibly proud of what we’ve built; it’s the result of the team’s hard work and dedication,” she says.

The Tangible Impact of Public Finance

One of the reasons Burger remains passionate about her work is its visible, lasting impact. “Public finance is about infrastructure—the roads we drive on, the hospitals we visit, the colleges we attend,” she explains. “It’s tangible. When we work on a project, we’re helping to build something, which isn’t always the case in every area of finance.”

From bridges in Pennsylvania to a new street lighting system in the District of Columbia, Burger finds inspiration in being part of something bigger than herself. “Infrastructure is vital—it shapes how people move, access clean water, and build their communities,” she says.

Hard Work, Empathy, and Embracing Change

Reflecting on her success, Burger credits a few core principles. “Be willing to put in a lot of hard work. When you put in the effort, people notice—your boss, your clients, your colleagues. It makes a difference,” she says.

Burger also points to being kind and empathetic as important in her career. “Sometimes women feel they can’t be empathetic because it might seem like a weakness. I think the opposite. Empathy is a strength. I came up the ranks, so I understand what it’s like to be a junior analyst or a woman trying to succeed in this business.”

In addition, Burger highlights being solution oriented. “It’s about being thoughtful in how I serve my clients and delivering the absolute best results. I care deeply about the people I work with, and that drives everything I do.”

While hard work, empathy, and being solution-oriented have been her guiding principles, Burger candidly admits that embracing change has not come as naturally—but it’s a skill she’s intentionally developed to grow and succeed.

“I’m not someone who loves change,” she confesses. “But one of the best pieces of advice I got—and now share—is to push yourself out of your comfort zone. Challenges can be scary because inevitably they involve change, but it leads to growth. It’s about taking calculated risks and being okay with change when you know it can lead to something better.”

The Player-Coach Approach

Throughout her career, Burger has refined her leadership style, finding that the player-coach approach aligns best with her strengths. “I’ve always loved working with clients—solving problems, delivering solutions. When I took on this role, I didn’t want to lose that connection,” she explains. “I still actively work with clients, and I think my team appreciates that I understand what it’s like to be in the trenches.”

She believes in leading by example. “It’s not about telling people what to do—it’s about showing them. I’ve worked under some great leaders who stayed close to the work, and I’ve tried to emulate that.”

In addition to being intentional about the kind of leader she wants to be, Burger also emphasizes the value of creating a positive team culture. “Nobody succeeds alone. I want my team to understand that being a good teammate is key to success—not just for themselves, but for everyone.”

Mentorship is a Responsibility

At Wells Fargo, Burger continues to look for opportunities to give back and support the next generation of leaders, whether through formal arrangements like the Women Go Far initiative or informally within her team. She sees mentorship as a responsibility, especially for women leaders.

“It’s important for women leaders to pay it forward—that’s how we ensure the next generation of women rises to leadership. Whether it’s mentoring junior professionals or collaborating with peers, sharing lessons learned and lifting each other up is essential to building a stronger, more inclusive future.”

Finding Balance

Outside of work, Burger has found ways to unwind and maintain perspective—something she acknowledges she didn’t prioritize earlier in her career. “One thing I’d probably tell my younger self is to do a better job at work-life balance,” she reflects. “I was very focused on work and succeeding, but it’s important to have that balance. It makes you better, more grounded, and centered.”

Yoga has been one of the ways she achieves that balance. “I’ve gotten into yoga over the last few years. It’s a great way to de-stress and spend an hour without a phone, just focusing on the moment.”

A lifelong sports fan, Burger spends her Sundays immersed in football. “People know not to bother me from 1:00 to 7:00,” she laughs. She’s also passionate about animals and finds fulfillment volunteering at a local shelter, giving back to a cause she’s always cared about.

By Jessica Robaire

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Stacie Mintz: Managing Director and Head of Quantitative Equity, PGIM

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Stacie Mintz“I took the initiative to lead before I was formally in a leadership role,” says Stacie Mintz. “You don’t need direct reports to be a leader. You can influence, mentor, and shine without the hierarchy of a team reporting to you.”

Starting her career at PGIM as an analyst in the multi-asset side of the quant business, Mintz set herself apart by making decisions when others hesitated, trusting her instincts and offering solutions. Rather than just alerting portfolio managers when money came in for the business to invest, she went a step further and proposed how she thought it should be invested.

“Nine times out of ten, the portfolio manager signed the trade ticket I presented, and when they didn’t, they explained why, which was a huge learning moment for me.” This proactive approach didn’t go unnoticed, and earned her a promotion to portfolio manager, where she eventually oversaw $10 billion in assets for the Prudential pension plan.

In managing the asset allocation for pension plans, Mintz recognized the important role equities played in meeting pension promises. Her experience in using both fundamental- and quant-driven strategies to balance risk and return sparked her interest in being more involved in the evolution of PGIM’s quant core strategies, eventually leading to an equity portfolio manager role.

“I was able to use my experience in asset allocation to contribute to the evolution of our quant equity strategies. I also had a knack for explaining complex quant concepts to a wide variety of audiences, which helped grow the business and retain clients.”

Throughout her career, Mintz successfully navigated difficult market cycles, which included the bursting of the dot com bubble, the Great Financial Crisis, and Covid fear-driven markets of 2020. The experience in managing assets and client relationships during challenging times, along with her leaderships skills, made her an ideal candidate to take on the role of Head of Quantitative Equity, a role she took on in July 2020.

Strategies for success

Reflecting on what it takes to be a successful leader, Mintz emphasizes the value of collaborating with colleagues who have complementary skills and always coming to the table with solutions.

“I tell my team to identify the problems, but always come to the table with solutions too. There is great value in helping drive the success of the firm through continual evolution.”

Even if it involves stepping outside of one’s comfort zone to propose solutions that could be rejected, Mintz encourages taking that risk to foster growth. Public speaking, for instance, is her own stretch area—though her numerous media interviews might suggest otherwise.

“Investing is a fast moving, competitive industry. To be successful, I tell aspiring investment professionals that they not only need to understand the importance of making good investment decisions on behalf of clients, but they also need to invest in themselves… it’s the best investment they’ll ever make.”

From graduating with her MBA from New York University and earning her CFA, Mintz knows how crucial it is to invest in personal growth and development. “Investing in yourself will always have a positive return and open the door to endless possibilities. It’s so important to continue to stay up to date on rapidly evolving industry developments, so we can successfully meet and exceed clients’ needs.”

Inspired to empower others

While many individual qualities have shaped Mintz’s leadership development, she acknowledges the vital role of support along the way and cites Maggie Stumpp, PGIM Quantitative Solutions’ former chief investment officer, as her greatest inspiration.

“Not only is she brilliant, and I learned a lot from an investment perspective, but she also gave me a lot of room to grow.” Mintz says. “She trusted me, and I knew I could always go to her with questions… She believed in me, even when I doubted myself.”

Inspired and influenced by Stumpp’s leadership, Mintz aims to foster a similar culture of support and empowerment and has an open-door policy. She encourages informal communication through quick morning catchups, providing a forum for the team to hear the latest updates, while also giving space for opinions and feedback.

“I want to make sure that I delegate real responsibilities to them, and they feel empowered and valuable. I want them to trust themselves to make decisions, and that I’ll support them.”

Supporting the next generation of leaders

For Mintz, part of supporting her team and the growth of the business means fostering the development of the next generation of leaders.

“I emphasize the importance of mentoring our junior team members to my senior portfolio managers, ensuring they’re engaged in meaningful projects that enable them to grow and develop, while highlighting their strengths and the value they bring to the team.”

She not only emphasizes skills development, but also being approachable and available to help with questions, especially around navigating the push and pull of work and home life. As a mother of three, Mintz knows how tough it is to build a successful career while raising children.

“It’s important to share the ups and downs of my journey, and how I got through them,” she continues, “There will always be bumps in the road where people feel like, ‘I can’t do this,’ but if we support them through those moments, it will lead to a more diverse senior team in the future.”

One key lesson Mintz reflects on is recognizing she felt “too much guilt” when her children were younger, particularly when she had to make tough decisions about prioritizing her time. Mintz recalls, “I was always urging my kids to be the first to raise their hands for class activities and parties, so we could buy napkins or paper plates or pre-made items – because that’s what fit into my work and family’s busy schedule.”

Now that her children are grown, Mintz acknowledges, “My kids turned out great, and I was a big part of their lives.” It’s the same message she conveys to her team when they are navigating the challenges of balancing work and family, “It’s going to turn out much better than it feels in the moment.”

With an empty nest, Mintz still values a work-life balance, but now has more time to spend on her own pursuits such as fitness, golf and travel.

By Jessica Robaire

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