Tag Archive for: PGIM

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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Heather Garland: Vice President, Global Chief Marketing Officer, PGIM Investments

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Heather Garland“It’s important to embrace change and demonstrate adaptability as you grow in your career,” says Heather Garland. “This helped me develop a well-rounded, transferable skill set.”

Garland shares how a growth mindset, being flexible, and viewing challenges as stepping stones can help build the skills and experience for a successful career. Her passion for nurturing her team’s development mirrors her dedication to driving business success, believing that both are not mutually exclusive.

Pursuing opportunities for growth

Garland’s career has been one of continuous growth and reinvention. In college, Garland majored in psychology and wasn’t sure what career path she wanted to pursue. While finishing her degree at night, she took a sales assistant role at AXA and was eventually recruited to join PGIM, where she has now spent more than 25 years building a successful career. Though she didn’t know much about financial services at the time, Garland saw her first role at PGIM as an intriguing challenge.

Dedicated to advancing her career and learning the industry, Garland seized every opportunity through lateral moves, stretch assignments, and professional designations, like the FINRA Series 7 and CIMA certifications.

“There were times I pursued growth opportunities, and other times I was tapped on the shoulder to lead different areas as part of a strategy shift,” she says.

One of those pivotal moments came twelve years ago when Garland transitioned into Marketing, leading marketing communications, product marketing and more recently, client marketing. These experiences became the foundation that launched her into her newly appointed role as Global Chief Marketing Officer, where she leads a team that is shaping the future of PGIM Investments’ marketing strategy.

“There are a number of initiatives and pilot programs underway that ultimately will help drive business growth and enable us to deliver better experiences for our clients,” she says.

Fostering the development of others

For Garland, few things are more rewarding than guiding others as they advance in their careers.  She explains, “One of the most fulfilling aspects of my role is helping high performers grow and pursue their goals. I’ve had a number of team members who have moved on to other roles within PGIM or externally. I feel like a proud parent when I see someone take that next step in their career.”

Not only does Garland invest in the growth of her team members, but she is committed to supporting up-and-coming women across PGIM, as she recognizes what a difference it made for her own career.

“I was part of the first pilot program in PGIM Investments, in which I was paired with a mentor outside of my direct team. That experience opened doors for me, eventually leading to my current role.”

Taking leadership to the next level with an executive coach

Beyond the support of mentors and managers in her organization, Garland credits working with a leadership coach as instrumental in shaping her career development. She points to the accountability of meeting with a coach on a regular basis and working on specific goals as beneficial.

“With my coach, I developed a roadmap to focus on building strategic, one-on-one relationships with senior decision-makers in the organization – people I often needed to gain support from or collaborate with. One of the most valuable relationships I’ve built through that process is with our head of sales – a connection who was open and happy to meet with me as part of the growth plan I initiated.”

Another aspect of the coaching experience that Garland finds impactful is receiving input from her peers and leaders as part of a 360-feedback report, giving her the opportunity to reflect on her strengths and potential areas of growth from a multitude of perspectives. This feedback enabled her to create a plan around what to start – and stop doing – to focus on what matters most in her role.

She reflects, “I was also able to look at my functional area differently and recommend a new organizational structure that better aligned with where our business was headed.”

Lessons learned

After 25 years at PGIM, Garland understands that becoming an effective leader requires both time and experience to develop the necessary skills and confidence. She highlights the importance of focusing on progress rather than striving for perfection.

Another key element for career success that Garland emphasizes is self-advocacy. “Whether it’s being considered for a stretch project, a promotion, or a raise – don’t be afraid to ask for what you want. The worst response you’re going to get is ‘No,’ and even that gives you the opportunity to start a dialogue.”

“I used to have the mindset that if I kept my head down and worked hard, I’d be recognized for that and promoted in time. But, in reality, it doesn’t always work out that way. It wasn’t until I started becoming more intentional and vocal about my career goals that those opportunities finally started to come.”

Leaving time for adventure

Outside of work, Garland enjoys spending time with her family and exploring new places with her husband and two kids, both near and far – they took a recent trip to Nicaragua. She also finds joy experimenting in her kitchen – when she has time – and reading, preferably on a beach.

“I don’t think there’s such a thing as work-life balance. I view it more like a seesaw,” Garland says. “There are times where you may need to focus more on work, and times where you need to focus more on your personal life. As leaders, it’s important to understand that for our team members as well.”

By Jessica Robaire

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Danielle Navarro: Portfolio Manager, PGIM Fixed Income

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Danielle Navarro“You can always grow and keep learning, no matter where you are in your career,” says Danielle Navarro. “Whether you’re an intern or the head of a trading desk, there’s always an opportunity to broaden your knowledge.”

Embodying a growth mindset, Navarro reflects on how she finds opportunity in challenges, pushes herself to step out of her comfort zone and looks for ways to learn from and support others.

Turning challenges into opportunities

Navarro’s ability to turn obstacles into advantages was evident early in her career. Despite graduating college during the financial crisis of 2008, Navarro adapted to the challenging job market and prioritized staying near her family by remaining flexible and open to the types of roles she was interested in, but she wanted to ensure the role she took highlighted her math and economics background, leading her to accept a role at PGIM in the Data Integrity Group. This gave her the opportunity to learn more about fixed income.

Always eager to build her skills, Navarro later enrolled in the Chartered Financial Analyst (CFA) program and pursued a master’s degree in statistics at Columbia University, dedicating nights and weekends to enhancing her skills and knowledge. She also explored other paths at PGIM, volunteering for projects that allowed her to work cross-functionally.

“Thanks to a great manager who was open to hearing what I was interested in, I gained exposure to various roles within the firm, which helped me discover my passion and identify what truly suited me.”

Finding excitement in the dynamic nature of the investment side of the business, Navarro moved into corporate credit, ultimately advancing into her current role at PGIM as a portfolio manager on the investment grade corporate desk. No two days are alike, she says, which keeps her energized and ensures her analytical and problem-solving skills remain sharp while finding the best solutions for clients.

Staying curious

Beyond turning obstacles – like starting a job during the financial crisis, being a female in a male-dominated field and juggling four maternity leaves – into opportunities, Navarro cites curiosity and her openness to learning from others as keys to her career development.

“My commitment to hard work helped me connect with key mentors. My drive and curiosity made me stand out, so when opportunities arose, I was considered because of my active involvement and genuine enthusiasm.”

She highlights PGIM’s collaborative culture as ideal for building connections and learning from seasoned colleagues who understand what it takes to succeed.

“Successful people often excel in their careers because they genuinely love their work. It’s important to ask questions to learn from their experiences and understand their long-term success. At PGIM, you can seek advice from anyone, regardless of their level or asset class, and gain significant insights.”

Embracing discomfort to grow

Another one of Navarro’s guiding principles is her commitment to learning and broadening her skillset.

“There is always room for growth. Make it a habit to read newspapers, watch various news outlets and seek out diverse opinions and perspectives. Not only will you expand your knowledge, but you will also better understand and navigate different situations and draw informed conclusions.”

Growth can also come from pushing outside one’s comfort zone and helping others push beyond theirs. Navarro says she is naturally introverted, but thanks to mentors and managers who helped draw her out of her shell and asked her opinion in meetings, she gained confidence. Recently, she pushed her limits by speaking at a conference in front of one hundred people.

Reflecting on her decision to speak, she says, “In situations where you feel out of your comfort zone, reminding yourself that you possess the knowledge and capabilities can often benefit you in the long run.”

Being a woman in a male-dominated industry

Navarro recognizes the challenge of being a woman in a male-dominated field. Being the only woman in the room was awkward at first, but she quickly realized that she could use it to her advantage. “When you’re in a meeting, and you’re the only one that looks different, people remember what you say.”

Navarro identifies connecting with other women on the trading floor as valuable in navigating a male-dominated environment. She looks to support women in their journey, so they don’t feel like they’re alone, particularly in figuring out how to manage the momentum of the investment side when starting a family.

“I make it a point to reach out to women who are not only working to grow their careers, but their families as well, reassuring them that they can do both.” She continues, “This life change doesn’t diminish their professional abilities; it’s simply an addition to their lives. Having four children myself, I can share my experiences and offer support from a place of understanding.”

As the investment side is characterized by frequent change and a sense of urgency to talk to people in the market daily, Navarro is realistic that it takes time to come back from maternity leave and make those connections again. However, the short-term nature of the business also has its advantages, she notes. “After a couple weeks of daily interactions, they’re going to forget that you were ever gone – it’s easier to reintegrate than you think.”

Inspired and inspiring

For Navarro, family is paramount, and her career drive stems not only from her desire to show her children that a woman can achieve anything, but also from the inspiration she finds from her father’s career journey. Coming from humble beginnings and putting both Navarro and her twin sister through college, Navarro’s father demonstrated that education, perseverance and hard work can change your trajectory.

“He will always inspire me. Whenever I need a boost, I reflect on how he accomplished his goals through sheer determination and hard work. His success is a testament that if you believe you can – you will.”

As a mother of four, Navarro hopes to similarly inspire her children. Thanks to PGIM’s hybrid work policy, Navarro’s children get to see firsthand how she manages a fulfilling career and family life. As both Navarro and her husband work for PGIM in similar capacities, she emphasizes, “I hope that they see that both men and women can achieve the same successes, working equally hard.”

Navarro draws lessons from the successes of others and her own missteps, consistently striving to evolve and develop.

Both in investing and her personal life, Navarro emphasizes, “All these rough patches that you enter are temporary.” She continues, “Rely on your strengths and remind yourself that you have the capability to figure this out. You’ve successfully navigated similar challenges before. Focus on what is most beneficial moving ahead.”

By Jessica Robaire

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Elyssa McMullen: Managing Director, Head of Credit Tenant Lease Financing, PGIM Private Capital

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Elyssa McMullen“Having confidence and the ability to bring your true self to work gives you the space to ask for help, engage with others, network and live the life you will enjoy living,” says Elyssa McMullen.

Leading with conviction and passion, McMullen exemplifies how bringing your authentic self to work can create meaningful connections and drive success. As an LGBTQ+ ally and the daughter of a gay man who did not come out until much later in life, she also acknowledges the challenges some face in feeling free to fully express themselves at work or elsewhere.

“My father lived most of his life unable to be his authentic self, knowing he was gay as a teen. Today, I feel we’ve made such strides as a society, encouraging people to be their true selves and celebrating it, which I encourage my kids to do.”

McMullen reflects on how being confident in expressing herself and fostering an environment where others can do the same has helped her build a successful career and a supportive community.

Finding a natural fit

After more than 25 years in the financial industry, McMullen is certain she found a role that suits her well. However, like many leaders, she reached this point in her career through the process of exploration and adjustment, which she did by identifying areas of personal development and prioritized growth in those areas by putting herself in situations to improve in those dimensions.

Recognizing her strong math skills, and with encouragement from her family, she initially pursued engineering at Virginia Tech but quickly realized she chose a major that others thought she should be doing – not a major that felt right to her – so, she trusted her instincts and switched to finance. Since graduating and joining PGIM, McMullen has steadily climbed the ranks, advancing from associate analyst to her current role as managing director, where she leads the Credit Tenant Lease Financing team. In this role, she is responsible for managing a team that sources, structures and manages credit tenant lease transactions globally.

She reflects, “Once you find something that’s a natural fit, what you do day in and day out doesn’t feel difficult. That intersection of finding where your skills are with something that’s interesting to you makes work more enjoyable.”

Discovering a career that aligned with her natural abilities also ignited her passion and conviction.

“I’ve learned to make sure that you’re giving your energy to the right thing. Having conviction and passion and being able to moderate that with other perspectives and points of view is important and helps create balance on a team.”

McMullen feels fortunate to channel her enthusiasm and dedication within PGIM Private Capital, which enables her to embrace her entrepreneurial mindset. She is energized by exploring new ways to grow the business and providing opportunities for junior team members to contribute to that innovative way of thinking.

“I’ve had the opportunity to hire more people and create opportunities for others to help grow our business. It has been really exciting to foster the careers of junior talent and help them learn, develop their careers and achieve their goals.”

Inspiring others to find their confidence and voice

Early in her career, McMullen had the confidence to speak up and voice her opinion, but she acknowledges that her success also depended on having leaders who listened and took her seriously. Now, as a leader, she strives to do the same for others.

“As leaders, we must empower junior employees to speak their minds and give them a safe space to share their point of view. We have to value their perspectives, even if we disagree with them. It’s important to listen and create this platform for our team.” She emphasizes, “The onus is on leaders to ensure that as they move into more senior roles, they don’t lose sight of the fresh perspectives that others around them have.”

PGIM Private Capital’s structure of small deal teams offers junior analysts the opportunity to learn and interact with senior leaders, gain experience and have agency in the process.

“In our meetings, I have the analysts on our team present transactions that they’re working on and their portfolio investments as a way of encouraging them to be vocal, gain confidence and demonstrate that their contributions to the team are seen, heard and matter.”

She continues, “I think it makes me a better investor, and us a better team, when everyone’s working on the same goal, has the same objective and is engaged in the process because they feel valued for their contributions.”

Giving to others…as a leader, mother and daughter

McMullen is equally as nurturing in her personal life as she is in her professional one. Not only is she the primary caregiver for her elderly father, but she is also the mother of two active teenagers and spends a lot of her time engaging in her children’s extracurricular activities and volunteering.

“I try to instill the idea of giving back to our community in my children by encouraging them to volunteer in work that aligns with their interests,” she says. For her daughter who loves to play soccer, this means volunteering with a group that pairs soccer buddies with kids who have disabilities. For her son, it has been volunteering through Boy Scouts and temple initiatives.

Creating a community of support

While McMullen knows how important it is to serve as a support system for others, she also recognizes the importance of having a strong support system to tap into for herself as well.

“Building communities around you are key to your success – these are the people that you rely and depend on. Having this network – the colleagues, friends, family, and for me, mothers in my community – has helped me thrive in my personal and professional life.”

Once she became a mother, working to create that community of support helped her become better at reaching out and developing a network in the workplace. McMullen is looking forward to further building those relationships as a program leader at an upcoming industry conference. “It’s wonderful that there is organizational support around fostering community and those professional connections,” she says.

Another community that McMullen taps into is her running group, which she not only uses to stay active, but for the social and emotional outlet as well. Her group of friends hit the pavement – rain or shine to train for races – and have even done a couple marathons together. When creating networks of support, both in and outside the office, McMullen admits that there is no magic when it comes to managing her time and energy. For her, it’s about adapting to the needs of the moment and keeping what is truly important top of mind.

“It’s important to prioritize and be present for your kids when it matters, while also being there for your team and colleagues who need you. Managing these responsibilities looks different every day and won’t always feel balanced or eliminate guilt. But, having clear objectives and striving towards them helps you feel like you’re moving in the right direction.”

By Jessica Robaire

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Dania Shahzad: Business Manager, Client Advisory Group, PGIM

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“Over the years, I’ve not always felt confident walking into certain scenarios as a brown, Pakistani, Muslim woman,” says Dania Shahzad. “When I reflect on my previous self, the same things I was nervous about are now what make me feel the most confident and empowered.”

Shahzad speaks to finding inspiration in her family, building confidence in the face of adversity, and how she lives her life steadfast in her conviction that women can do anything.

Finding Her Footing

Shahzad was inspired by her father’s successful career in the financial industry when she chose to major in business during her freshman year of college.

“My dad and I have similar personalities – we are both bold, confident, personable people. I used to go to ‘Take Your Child to Work Day’ and the New York Stock Exchange as a child, and it was so exciting. I was always interested in his world.”

As much as she found her father’s career in the financial services industry compelling, Shahzad recognized that, depending on the role, it could come at the price of long days and working weekends. However, she was determined to find a position and company that encouraged and supported a strong work/life balance while giving her the opportunity to learn, grow, and explore various facets of the financial services industry.

After interning at a variety of firms while in college, she was excited to land at PGIM upon graduating. She says the culture, the wealth of knowledge and breadth of opportunity at PGIM is what’s kept her at the firm.

“It’s a great company for somebody who wants to explore different aspects of the financial services industry,” Shahzad says. She shares that networking opportunities and business resource groups have been particularly enriching for her, as they bring together people from all different backgrounds.

“At PGIM, asking questions, making connections, and taking calculated risks are all encouraged—that helps employees maximize their potential and make the most of their careers.”

Since joining PGIM, Shahzad participated in a two-and-a-half-year rotational program, giving her exposure to several parts of the business and the chance to adapt to new challenges and build her skills. Now, as the business manager for PGIM’s Client Advisory Group, she enjoys handling a variety of responsibilities while leveraging her problem solving and project management skills, such as working on strategic priorities and business reviews, and making connections across the organization, which helps her make progress on the firm’s strategic initiatives and get work done more efficiently. This role has also pushed her to discover her voice, particularly as she is often the most junior person in the room.

Believing She Belongs in the Room

Oftentimes being the most junior person, woman or minority in the room can be intimidating under any circumstances. Shahzad notes that her resilience and courage have grown alongside her belief in the value she brings to the table because of her experience and the encouragement of mentors.

“I’ve grown through advice and mentorship. When entering rooms with senior stakeholders, I remind myself why I belong, why I should be there, and embody that. In the past, I would almost physically make myself disappear, taking more of a passive role in group discussions, but I have gained the confidence to show up more fully.”

One of the leadership positions Shahzad stepped into is as co-lead of the Asian Global Network, an employee affinity group at PGIM. The experience has given her the opportunity to make connections and form peer mentorships across the organization, building her network of support and influence beyond her own group.

“It’s exciting that despite being the most junior of the co-leads, people look to me for recommendations and leadership – and I get to build all these connections. The group has been invaluable to me.”

Shahzad reflects that finding her voice has not only impacted how she sees herself, but how she is viewed by senior leaders.

“It changed how my leadership team sees me. I’m considered someone who can lead and assume bigger responsibilities.”
Shahzad’s personal and professional growth have also influenced how she manages challenging working relationships. “I’m generally a very positive person, but at the same time, I’ve come to recognize and accept that not everyone is going to connect with me, and that’s okay.”

“I’ve learned that you can deliver your opinion, your voice, your vision to a project in a professional way, even when you’re not seeing eye-to-eye with someone. You can still work together productively.”

Embodying the Belief that Women Can do Anything

Shahzad credits her strong female support system as a significant contributor to the confidence she exudes today.

“I believe women are incredibly strong. I have learned so much from the women in my personal and professional life and their experiences. I look at what we’ve accomplished collectively and think, ‘We really can do anything.’”

She hopes to be an example to her two nieces, teaching them how to courageously show up in the world as their authentic selves.

“They are two South Asian females who are going to grow up in the U.S. I want to be able to help them navigate that experience, while also showing them all the powerful things that a woman can do.”

Shahzad notes that part of setting that example is demonstrating her commitment to giving back to the community that has supported her. Serving as the VP-at-Large for the New Jersey Institute of Technology (NJIT) Alumni Board of Directors, her alma mater, she engages with students and actively contributes to the university where she once held a full scholarship.

“Inside, I feel deeply privileged to have such a great life in America. I am passionate about wanting to spend more of my time giving back, and the Alumni Board is one way to do that.” Another important part of Shahzad’s philanthropy ties to her faith – spending time engaged with her local mosque and affiliated community organizations, such as supporting children in need.

Authenticity as an Influencer

Shahzad’s message of empowerment reaches more than the people she works with. In fact, outside of work, Shahzad has gained a following on social media, sharing beauty tips based on her cultural traditions, fashion trends, her adventures around the globe, and more. The success of her platform is evidence of the positive impact that can be achieved by having the courage to stick to your convictions.

“I was bullied as a child for having these beauty rituals, but I persisted because I believed in their benefits and cherished the bonding moments they created with my family. Today, the same hair and skincare secrets and ingredients are becoming popular and normalized in the beauty standards and industry in the U.S. I’m proud of these rituals and passionate about using my platform because I’ve worked hard to create a safe space for women to learn and ask questions while sharing tips from my family and our heritage.”

Shahzad also attributes the success of her platform to the skills she’s attained through her work at PGIM. Applying her project management experience and organizational expertise, Shahzad continually receives positive feedback from brand owners and CEOs about her high level of professionalism.

“I’m really grateful for the experiences I’ve had. I feel empowered that I can have this meaningful career in finance and get to express my more creative side—I can be myself all the time.”

By Jessica Robaire

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Tara Stafford: Project Manager, PGIM Operations & Innovation

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Tara Stafford“Don’t be afraid to be authentically you,” says Tara Stafford, Project Manager, Operations & Innovation at PGIM. “If you can do that, you’ll be surprised how your contributions can positively impact the business, those around you – and beyond.”

Making a Positive Impact – Both Personally and Professionally

Being “authentically you” at work wasn’t easy for Stafford early in her career. After graduating from Montclair State University with a degree in Business Management and Marketing, Stafford landed at the investment and wealth management firm, Merrill Lynch, as the only Black woman on her team.

“Coming into the financial services industry as a Black woman, I didn’t always have the courage and confidence to be myself because I didn’t see a lot of women in senior leadership positions that looked like me in the industry,” Stafford says.

Tara’s authenticity is most evident when she is serving others in her community. Over the last two decades, she has volunteered as a Girl Scout troop leader to high school girls and is a back-up foster parent to two children on the autism spectrum. Her parents, both educators, instilled the responsibility to serve the community and make a positive impact in it.

Tara worked hard and rose through the ranks over 12 years at Merrill—becoming a Six Sigma Blackbelt and assistant vice president in the Global Transaction division, before leaving to join PGIM’s Risk Management team. She enjoyed her regulatory oversight position, but that feeling she could do more – be more – at work wouldn’t go away.

Then, Stafford learned about an opportunity on PGIM’s Operations & Innovation’s Business & Talent Management team where there is a strong focus on including recruiting, training, employee engagement and diversity, equity and inclusion initiatives. She has made impactful contributions and helped launch and lead PGIM’s Neurodiversity Program, which is focused on establishing a more inclusive talent process – from recruiting, to interviewing, to training and retention, recognizing the skills of those who are neurodivergent. The program also has an education component, teaching managers and employees how to best recruit, work with neurodiverse talent and become better leaders. Stafford feels this role in project management is a natural extension of her passion and values.

According to Employee Benefits News, 85% of autistic adults with a college education are unemployed. “I had an idea of what this untapped population needs were and how to best support and showcase their many talents,” Stafford says. She took on the role and jumped right in, onboarding the first six neurodiverse cohort members last year. Four of the six earned full-time roles within PGIM, and another cohort is currently going through the program.

Stafford credits three important attributes she honed through years of volunteerism and foster parenting with helping her make the program a success: empathy, commitment and patience.

“People connect with you more and receive more from you when you are open and honest,” Stafford says. She believes that an effective leader is someone willing to learn from others, open to receiving “reverse” mentorship and is dedicated to helping others grow and thrive.

“Make sure you share your knowledge. It’s very important for people to understand that we’re not competing with each other; we’re helping each other.”

Finding Mentors and Sponsorship Outside of Your Comfort Zone

Stafford has a unique perspective on the values of mentorship and sponsorship.

“Growth among peers is not a competition, and everyone’s growth path is different. Putting egos aside and collectively pooling our talent and expertise helps ensure that our business’ goals are prioritized, enabling everyone to ultimately be successful,” she says. “At the end of the day, if support and resources I’ve provided can help develop and lift someone else as I climb the corporate ladder, no matter what level they are, I’ve done my job – and I’ve done it well.”

While she wishes she could have had more mentors with a similar background, Stafford says she learned over the years how important it is to find a mentor or sponsor who has different viewpoints.

She explains, “For me, having a white male mentor is just as important as having a mentor who is a Black woman. Your allies can share a different perspective and teach you new things. It’s very important to have mentors and allies from all different backgrounds and walks of life.”

Stafford also believes there’s value in finding a mentor organically—even if it means going outside of your comfort zone to approach someone for career advice or to learn more about their professional experience. “All relationships need to start somewhere, and in reaching out, you’re showing that you fully own your career.” she says.

“It’s also important that you’re giving just as much as you’re receiving in a mentoring relationship, so be prepared and think strategically about who you want to mentor you… especially since mentors can turn into your sponsors – the people who are champions in your corner and advocate for you at the tables where you don’t have a seat.”

Being the Change She Wants to See in the World

As if it weren’t enough to make a positive impact on her colleagues, Girl Scout troops and foster children’s lives, Stafford wanted to make an even bigger difference in her community, choosing to run for her local school board in 2019. Although she didn’t win, she gained valuable knowledge from the experience.

“I learned how tenacious and resilient I really am, and that experience strengthened my connection to my community and broadened my support network,” Stafford says.

When asked what keeps her going when faced with challenges, she emphasizes her passion for change and her commitment to working hard for the things she values. That, she says, is what is most “authentically me.”

“Your values speak to what you will work hard for. Ultimately, what drives me when it comes to making change and serving as a role model is, ‘If not me, then who?’”

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Natalie Gill, Head of DEI Strategy & Industry Engagement, PGIM

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Natalie GillNatalie Gill is responsible for helping drive the continued evolution of PGIM’s DEI strategy and deepening and broadening diversity partnerships both externally and internally, with a focus on the EMEA region. In addition, she focuses on developing global research and thought leadership to create positive change in the asset management industry.

“I’ve had a varied career, but now, as a DEI executive, my role is about celebrating diversity and amplifying the voices of those who feel unheard or unable to contribute to their full potential, due to cultural or systemic barriers,” says Natalie Gill. “I am motivated by the opportunity to influence change at a larger scale. Whilst my contribution in those moments is seemingly small, I am proud that it helps create a legacy for future generations.”

Charting A New Trajectory

“We’re accustomed to thinking that a successful career in financial services should have a linear, one directional trajectory working up through a hierarchy of corporate titles. But the path to my definition of ‘success’ – career fulfillment –is not always taken by climbing the corporate ladder,” says Gill. “My career has been a wonderful lattice of sideways, upwards and sometimes, even downward moves. Taking ownership of my career in this way has enabled me to build a unique portfolio of skills and expertise, and has ultimately led me to forge a successful, purposeful career doing what I love.”

Some of those career moves were intentional, with a clear objective to broaden her exposure or responsibilities. However, Gill has also allowed her decisions to be influenced by significant life moments. During the first eleven years of her career at Goldman Sachs, Gill’s priority was travel, and she jumped on every opportunity to expand her horizons. Then, with two young children at home, she elected to take a two-and-a-half-year career break. When she returned to the industry, Gill first picked up where she left off with a temporary consulting role at Morgan Stanley, followed by a role in regulatory reform at Deutsche Bank.

“Returning to financial services after a career break offered a pivotal window for me to pause, reflect and ask what I really wanted to be doing with my career. It was either a midlife crisis or an epiphany moment,” she says. “For me, having children really focused my career ambitions because I wanted to do something that would make them proud of me.”

Years earlier, she had encouraged and supported her husband to leave his job in investment banking to realize his ambition to become a firefighter, setting a precedent for making bold career changes. Having studied economics at Newcastle University in England, specializing in the economics of inequality and poverty and development economics, Gill’s passion for fairness, equity and inclusion had been a thread throughout her career.

So, in 2016, she made the decision to step away from financial services to join a gender diversity consultancy. “At the time, the consultancy was working closely with the UK Government’s Equality Office. I found it immensely rewarding, and after three years there, I decided to blend my two areas of expertise – DEI and financial services.” This led Gill to move back into the financial services industry as a DEI practitioner in 2019, most recently joining PGIM in her current role in 2022.

Why Being “Invested” Matters in DEI

“For me, the role of DEI is a vocational one,” says Gill. “If companies want to remain successful in the future, they can’t have a culture where everyone thinks the same and agrees with each other. We need alternative perspectives and different ways of thinking to innovate and deliver the best solutions for our clients. And I take it seriously that I have a responsibility to support and represent those at work who, perhaps, don’t feel as heard.”

Gill complements her passion for DEI with a love for numbers, enabling her to take a data-driven and evidence-based approach to her work.

“My background in economics has led me to approach DEI more systematically perhaps than those who have come to the profession through a more traditional route. I see data as critical to evidencing areas of inequity and accelerating change. It’s particularly important in the DEI sphere to remind people of the potential business outcomes and to measure progress and impact,” she says.

Compared to other DEI roles she’s held, her role at PGIM is both employee- and industry-focused. Part of her responsibility is to ensure the company culture is inclusive and enables all employees to thrive. Another piece is leveraging the opportunity for PGIM to play a role in driving change in the industry.

“Currently, we are operating in a fairly polarized environment around the world when it comes to diversity, equity and inclusion, which extends to the workplace. Given my global role, it’s imperative for me to have a deep understanding of industry, society and legal standards on DEI in every region we operate in,” says Gill. “For example, in the UK and Europe, there is an expectation for firms to take greater accountability in driving social change given local governments and regulators have identified a connection between conduct, culture and inclusion.” She continues, “Because of this, the broader impact of DEI becomes far more important as our clients and employees demand more from us.”

Using Your Voice and Broadening Your Perspective

A key part of Gill’s role is to challenge the status quo, to encourage leaders and managers to disrupt their default thinking. She takes a straight-forward, fact-based approach to communicating and tries to challenge people to think differently. But being direct didn’t come naturally. With a Royal Air Force pilot father and a mother who was a teacher, Gill grew up in a family where hierarchy, respect for seniority and deference were instilled. When she first entered the working world, she deferred to titles, but through her experience, she learned that titles and seniority aren’t everything.

“The best leaders are those who recognize you don’t have to be the most senior person in the room to bring valuable insight or perspective that drives change or helps to make the optimum decision,” she says. “We’re all here because we have a role to play and a level of expertise in a particular area. Part of my journey has been overcoming my discomfort when faced with resistance and instead, learning how I can better use my knowledge and expertise to address the differing perspectives in a room and influence people to see DEI as a business imperative.”

Gill’s learning curve has been building up a strong support network for a role that spans the organization and beyond. “Driving inclusive culture change touches every part of the organization, so you can’t do it on your own,” notes Gill. “So, taking the time to build the network of people who can support you is important.”

Inspired from the idea of creating your personal boardroom from Zella King and Amanda Scott, Gill identified the six to twelve people that will most help her to succeed in her role. For example, she seeks guidance from friends and mentors who she knows will challenge her thinking, highlight her blind spots and help strengthen her resolve. She also regularly leverages the opportunities to expand her perspective and circle.

“When I have the opportunity to go out and mix, either at an internal function or an external event, I actively and intentionally speak to people who I wouldn’t ordinarily know,” she says. “Sometimes you have to overcome the tendency to sit in safety and familiarity because building a valuable network is about breaking out of your comfort zone and putting yourself in a position to meet people who maybe have different experiences and backgrounds than you.”

How Different Experiences Inform Your Leadership

Gill’s work experiences at different organizations have been a boon to her success. Over the last 20-plus years, she has worked for British, American, German, Spanish and Japanese organizations, and each has had different systems, approaches, processes and cultural nuances, giving rise to different perspectives. Working across multiple geographical regions, she’s also gained insight into translating her message, so it lands effectively for a given audience.

Regardless of whether someone moves firms or stays within the same, one of the biggest experiences she learned from is having different managers.

“We talk a lot about what ‘good’ leadership is and how it should be role-modelled by the most senior people in our organizations. However, we’re most impacted in our day-to-day by our immediate managers and the people we work most closely with. Throughout my career, I’ve probably learned as much from poor managers about how I don’t want to behave as a leader as from those who were better at it.”

Several years ago, a respected manager imparted on Gill that their job was not to be the loudest voice in the room – but to amplify and curate the voices of everybody else in the room. Gill embraced this approach to leadership and believes that the best gauge for her success is whether the people around her are succeeding. This, she says, comes down to the privilege of being in a position where you can choose to create positive impact for others.

“To me, it’s not about how or why you are in a position of leadership. It’s about how you choose to use that privilege – recognizing, in the moment, where and how you’re able to positively support and influence other people’s careers,” she notes. “My success, as a leader, is about leveraging my privilege to uplift others—acknowledging different perspectives, viewpoints, and experiences.”

Taking Ownership of Your Journey

Gill emphasizes taking ownership of your own career, which includes seeking out people who inspire you to learn more. Rather than waiting on a formal mentor program, actively reach out to people who spark your interest and grow your own network.

“Too often, I see colleagues wait to be assigned a mentor through a random matching process. There’s much more to be gained from identifying someone who inspires you and reaching out to them directly. If you tell someone that you’re fascinated by the work they do, and you’d like fifteen minutes to learn more about what they do and how they got there, it’s incredibly rare for that person to say ‘no.’ If they do, it’s likely due to time constraints,” she notes. “Yet, we’re quite reticent, and maybe even more so culturally here in England, to knock on someone’s door and ask.”

The notion of taking control of and shaping your own career is one that Gill imparts to the many young people she mentors, including her own children. “I’m proud that my children have seen, firsthand, that it’s possible to pivot mid-career to get fulfillment. I hope they will be inspired to take similar action to achieve a sense of purpose in their own careers when the time comes.”

“Whether you opt for a more traditional ladder or a broader lattice of work experiences, it’s also important to find time to recharge. Early on, one of my closest mentors told me that I am solely accountable for the balance between work and the rest of my life.” Gill continues, “In a role like diversity, equity and inclusion, where there is always more to achieve, this can sometimes be difficult to switch off, but I know I am more effective, more influential and more motivated to succeed afterwards.”

In her downtime, Gill likes to stay active with Pilates and a women’s field hockey league. She also enjoys reading psychological thrillers with a traditional English cup of tea.

By Aimee Hansen

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Helen Chang: Managing Director, Head of Asia Pacific ex Japan, Client Advisory Group, PGIM

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Helen Chang“Don’t be afraid to take the road less traveled, because as you do, you will find new horizons that will take you to the next level,” says Helen Chang. “Finding something you’re passionate about is important because you’ll do better than if you’re forcing yourself into a career or role that isn’t the best fit for you.”

Chang shares her journey about the benefit of international perspectives, taking on new opportunities to evolve and inspiring yourself and others through passion.

Growing Your Career from Outside the Comfort Zone

Born and raised in Hong Kong, Chang went to boarding school in the UK, attended college in Canada and then started as a trainee at JP Morgan Chase where she gained exposure to various areas of banking. She then obtained her MBA at Yale University. Living abroad at an early age, she developed an international perspective and a high degree of adaptability in connecting with multicultural people from different backgrounds.

While at Yale, Chang worked on Wall Street for a summer before returning to Hong Kong with Credit Suisse. She then decided to take a major career pivot from sell-side (lending and credits) in the private sector to the buy-side (investments and policymaking) in the public sector by joining the Hong Kong Monetary Authority (HKMA) (the de facto Central Bank in Hong Kong). Eventually, she was promoted to lead the internal direct investment team, where she gained deep insight into asset management and the investment decision-making process. She also went onto work in international relations, working with central banks and sovereign wealth funds in the region. It’s safe to say that Chang built a solid growth platform to build upon with her deep knowledge of central banking over nearly a decade.

After leaving HKMA for a brief stint with Standard Chartered Bank, Chang went back to the private sector with Principal Global Investors in asset management. There, she was charged with building the business and investment profile across North Asia. In this role, she grew the business from scratch and was instrumental in raising assets, increasing headcount from one to eighteen by the time she left to take on a new and exciting role with PGIM Fixed Income in 2020. Beginning in her new role just two days before the COVID-19 pandemic, she embraced the opportunity to lead a broader regional remit.

“As an Asian, I was brought up in a culture where my parents told me to be modest. So, we’d often say we’re not very good in doing certain things, when in fact, we were,” says Chang. “In interacting with so many diverse backgrounds internationally, I’ve learned you need to believe in yourself, and you need to be open-minded and have the courage to get out of your comfort zone.”

“I was courageous enough to make many career moves even when people advised me not to make those changes,” she says. “In hindsight, I feel I’m a more well-rounded professional and person for having experienced both the private and public sector as well as both buy-side and sell-sides.”

Embracing Vast Opportunities to Develop and Grow

Chang encourages taking a long-term approach to career development, advising others to prioritize new opportunities and experiences. While there may be detours on a career path, all experiences will contribute to one’s future career trajectory. She provides two examples from her journey.

First, in broadening her exposure and knowledge base during her tenure in the public sector, Chang experienced the biggest culture shock of her journey. The long and painstaking decision-making processes and lobbying to many stakeholders were a major adjustment to her private sector background. Even though this challenged her patience, she also feels it was one of the most rewarding experiences and enhanced her ability to get to where she sits today.

Second, Chang learned about what she wanted to do when she took on a new role at Standard Chartered. In what she now judges as too early, Chang says she took on a senior management role, which comprised of sitting in executive meetings, reporting progress and focusing on developing people internally. While she enjoyed parts of this role, she found herself missing her active strategic role in developing and growing the business. She had the big title. She was competent. But it simply didn’t get her heart beating or her blood pumping to be so far removed from the strategic work she loved doing, so she knew she had to move on.

“I’ve always enjoyed building business, and this is where I know I add the most value,” she says.

Using Your Voice with Confidence in Your Knowledge

Often the only woman in the room, Chang has been fortunate enough to have coworkers and mentors from diverse backgrounds who helped shape her leadership style and showed her the value of speaking up.

“Like most Asians, we can be shy and were taught that speaking up may not be courteous, but in reality, it’s not the case.” She notes, “I’ve learned from these leaders, and a lot of them have become very senior executives, in the United States and across Asia.”

Being comfortable voicing her opinions was something that happened slowly for Chang. Early on, she was more conservative about using her voice, but as she advanced, she began to realize that she was hesitating to speak when others who were unafraid to use their voices in the room simply did not possess the same expertise she had.

“You build up your confidence. Once people know you know the business, they respect you and are more open to hearing what you have to say,” she says. “But you need to work hard and know your stuff: you can’t bluff. Because once you start bluffing, people don’t believe you.”

Inspiring Others to Enjoy Work and Grow

“As a leader, gone are the days when one can be bureaucratic. When I started my career, some leaders would say, ‘I’m senior, your job is to listen.’ Things have changed. Many of my team members are younger than me and have a different mentality when it comes to leadership and management styles. Using an old-fashioned management style won’t work – nor is it beneficial to the business,” she says. “It’s important to have connectivity with your whole team, to be able to joke and laugh with them, which helps contribute to them enjoying being at work and enables them to produce a high-quality of work. We’re no longer talking about how many hours you spend in the office, but how much you deliver.”

The successful leaders who have inspired Chang are people who were never afraid to take calculated risks and knew how to inspire a team. They have a passion for their work and for making a difference with their contribution, even in the face of adversity.

“If you love and are passionate about something, you’ll be able to do well. Sometimes there are even these hidden abilities within yourself that you didn’t know,” she says. “So, when you see passionate leaders doing what they love and bringing out more of themselves, it inspires you to think maybe I can as well.”

Nurturing Diversity to Thrive

True to her own international perspective and tasked with the challenge of working across cultural nuances in building relationships with clients and counterparts in the region, her team of direct reports is diverse. She appreciates the cultural transparency in advising clients honestly on what will and will not work, and the focus on long-term business building.

“I have always believed in diversity to help the team grow and build business,” Chang says. “I encourage people to speak up. No one will get punished if they don’t speak. It’s just more engaging when the team share their perspectives and what’s on their minds.”

Having experienced various company cultures, too, Chang appreciates how PGIM is team-oriented, encourages diversity and is respectful of people, which she thinks drives firm loyalty and longer tenures. Even though PGIM is one of the largest asset managers in the world, Chang says that it doesn’t have the same grueling workplace culture that other NYC-firms she worked for has and encourages flexibility while also getting the job done.

The Importance of a Refreshed Perspective

When not traveling for work, Chang enjoys spending time with her family. She also enjoys cooking, hiking and personal travel.

Chang emphasizes the importance of recharging and taking good breaks to rejuvenate yourself to start the week with a clear head and on a positive note. Coming back with a fresh perspective is important to making a stronger impact and contributions to her job, as she continues to do.

By Aimee Hansen

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Alison Taylor: Investment Vice President, PGIM Real Estate

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

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

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

Continuing to Learn Each Day

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

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

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

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

Lessons Learned Growing into a Leadership Role

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

  • Balance Approachability with Authority

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

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

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

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

  • Own Boundaries and Your Availability

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

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

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

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

  • Find Power in the Pause

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

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

Leading with Connection and Collaboration

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

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

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

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

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

Acting As a Chameleon – Leveraging Her Strength of Adaptability

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

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

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

Be Yourself, Everywhere

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

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

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

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

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

By Aimee Hansen

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Vanessa Rodriguez: Head of Community Lending & Investment, Commercial Real Estate, Wells Fargo

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Vanessa Rodriguez“At some stage, it’s not completely linear any longer. Sometimes, you must take a step back, or move laterally, to go forward,” says Vanessa Rodriguez. “You have to leave what you’ve exclusively done, branch out, take a risk or accept a new challenge. That could be a geographical change, a different line of business, a new company or position – but generally, it’s out of your comfort zone.”

Rodriguez shares on interviewing for a senior promotion while becoming a mother for the first time, learning to show up authentically regardless of who is in the room, and her commitment to coming at life and work from a genuine and constructive perspective.

On A Mission Towards Affordable Housing

After completing her B.S. in Business Administration from the UC Berkeley, Haas School of Business, Rodriguez was recruited to join the Wells Fargo Financial Analyst program in the Company’s Commercial Banking business. In 2007, she moved to NYC to take a position in Wells Fargo’s Real Estate Merchant Banking business, jumping into the hot seat just before the Global Financial Crisis (GFC) hit in 2009.

“I had no clue as a young banker how bad it could or would get. I’d never seen a market cycle,” she says. “Being in commercial real estate, specifically in workouts, in NYC during the GFC was intense but an amazing and enriching experience. Three years felt like ten years and only elevated my interest in building my career in commercial real estate.” She began to rise in the ranks, leading teams in NYC and then back home again in the San Francisco Bay area. In the past couple years, she took the opportunity to further expand her real estate career by becoming the Group Head of Wells Fargo’s Community Lending and Investment (CLI) group.

“Affordable housing is one of the Bank’s top priorities, and this was an opportunity to lead a premier affordable housing team and large national business at Wells Fargo,” says Rodriguez. “It’s exciting to look at commercial real estate from a different angle and immerse myself in this new ecosystem – which includes non-profits, housing authorities, foundation work, government and community relations, public policy state and local governments.”

Rodriguez notes that providing a quality, affordable home to all must be a top priority everywhere in the US. In the San Francisco Bay Area, many of the families and friends she grew up with have had to relocate to attain good, cost-effective housing. Some now have 2-3 hour super commutes to work.

“It’s really sad when you become priced out of the place that you grew up, and that’s happening for more and more people across the country,” she says. “There are so many amazing things here in the Bay Area- the outdoors, the moderate climate, the diverse culture, so many top notch universities, the innovative tech industry, think tanks and VCs. But the downside is an extremely high cost of living in which regular people are forced out, breaking up families and communities, and negatively impacting the landscape. We need to work on these problems in communities across the country, and I want to be a part of that solution.”

Taking a New Role While Welcoming Her First Born

At a certain point as you ascend in leadership, Rodriguez notes that the path can become less clear. What your next step will be depends on investing in a lot of self-reflection and soul-searching around core questions: What do you want to do? How do you want to spend your time? Where can you add the most value? Because ultimately nobody else is going to be equipped to hand you those answers.

Such a moment came for Rodriguez when she was 41 years old and seven months pregnant with her first baby in 2021. The opportunity to run Wells Fargo’s CLI group came up, and she “looked away, frankly.”

“This is the value of having those strong personal and professional relationships in your life, whether they are formal or informal mentors or sponsors or ultimately over time perhaps become friends after years of working together” she says. “I had some of these people call me and say, ‘Don’t look away from this. It’s probably tough to think about a new opportunity now or interviewing for a new role at eight months pregnant, but do not check out right now.’”

So, despite how daunting it felt, Rodriguez began the interviewing process while pregnant in her third trimester, finished while on maternity leave, and ultimately returned to work in a new position. She had a second child in November 2022, and appreciates Wells Fargo for the support she’s received: assuming the role at this stage in her life has included managing her own high expectations around her career and motherhood, working hard to deliver, but speaking up where flexibility is needed. Rodriguez is inspired that while there are many things about parenthood that remain unique to women, parental matters are seen less and less as only women’s issues.

“But I will say that every day, I am forced to make decisions about where I am most needed because there are only so many hours in the day,” she admits. “I would love to get up every day and have my set routine, but my current state is more like a Rubik’s cube, where I move this piece down, pull it up here, take the lever off here, and make tough decisions about what I can and can’t do today. The truth is it’s not always graceful but tomorrow is always another chance to improve and do it better.”

Building Your Personal and Authentic Brand

“From the beginning of my career, I always focused on treating every single task like it was very important. It was all about building my personal brand,” she notes. “I tell young people: ‘You need to sweat the small things as well as the big things as you build your brand. Make your mark. What do you stand for? What are your standards on the quality of your work product and how do you approach it?’ Because if you build that personal brand and do great work for people, there is a multiplier effect where people start asking for you and saying your name in the room when you’re not there.”

Yet keeping your head down isn’t enough. Rodriguez also focused on real estate being a people business, and the importance of connecting, regardless of whether she may have initially felt like an outsider, to gain a strong network and the right visibility. Rising into that confidence to bring more of herself to the table has been immensely important to her growth.

“Twenty years ago, I entered the space focusing on being less visible. Over time, I realized there is a lot lost when you try to fit the mold, when you do not bring your full self to work, your best self to work” says Rodriguez. “We can and should bring our personal style and unique experience to work and connect in different ways. I certainly would encourage that in a sea of many, be memorable.”

Being extremely competent, authentic and walking the walk are important to Rodriguez’s sense of personal brand. As a leader, she never asks anyone to do something she hasn’t done or wouldn’t do herself. She prefers to roll up her sleeves. She values genuine and transparent communication and people feeling comfortable enough to share their unique perspectives.

“I want to bring value to people, whether it’s my clients, my team, or senior management, and what it means to bring value is going to be different for every situation,” she notes. “I hope that when I’m not in the room, people say she brings leadership value everyday, and she brings it in an authentic and genuine way – and we enjoy being in her orbit.”

Belonging, Irrespective of the Room

When it comes to entering a room where she may be the only woman, let alone the only Latina, Rodriguez says, “It starts with whether any of those factors intimidate you. I’ve always just prided myself on not being intimidated, even if there were moments I could have been.”

“When I enter the room, I focus on being prepared for the content of the meeting, on being a good listener, on finding solutions,” she says. “I focus on the principles that matter, irrespective of who’s in the room and whether you’re the only woman.”

While she’s had many moments of feeling she wasn’t part of the club and remembers once being told it was a career-limiting move not to golf, Rodriguez comes back to her confidence in the subject matter and being memorable because of her difference.

While twenty years ago, she may have gone with a strategy of blending in, today she would advise: “Embrace who you are and everybody else will be richer for it.”

Maintaining A Constructive Mindset

“There’s a moment, which is certainly an adjustment, when you’ve reached the point in your career where the buck stops with you in leadership. I’ve always been someone that took responsibility and was willing to make decisions, but when you get to the level where you have complete ownership from start to finish, it’s no longer someone else’s problem in leadership,” she says. “It’s ‘we’ and it’s ‘me.’ You’re not alone – you have peers, a whole team, a manager – but it’s embracing an entirely new level of ownership and responsibility.”

At that level, Rodriguez has embraced the advice to be vigilant with her mental approach, day-to-day and in all parts of life.

“How constructively you approach anything is going to be the difference-maker for you and for all those who work with you and for you,” she says, “When you hit those roadblocks and it’s tempting to pivot to feeling captive or negative, I force myself to remember that the only way out is forward. Approach issues constructively and that will help you rise above the challenge or circumstance, to focus on a solution.”

She continues, “I’ve needed that encouragement at times. We could waste time wallowing, but the work will be there tomorrow. So give yourself a few minutes, if you need to take a step away, do. But then, come back to it, calmly and constructively. That’s what I want to exemplify for my team, the leader I want to be. Cooler heads will always prevail.”

Keeping the Perspective of a Longer Arc

Twenty years into her work journey, Rodriguez would also advise that it’s okay to slow down and pace yourself: “If we’re lucky, the career is long. We live in a culture of instant gratification and are wired to constantly seek it. Technology only serves to reinforce and accelerate the need for instant gratification,” she notes. “But you truly have to toil away at something to really learn it, to master it, to become an expert, to unlock the benefits and skills that will propel you to that next level. The corporate ladder is really a staircase with various landings along the way and you have to play the long game. Climb the staircase…”

With two little ones at home, Rodriguez observes that “six months feels like a night” and time feels more precious than ever. Rodriguez loves spending time with her kids, husband and extended family. She’s seeking to weave back in her wellness focus and routine, and having enjoyed much travel before motherhood, muses on family travels to one day come.

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