Tag Archive for: women in finance

Alexandra Wilson-Elizondo: Partner, Co-Chief Investment Officer of Multi-Asset Solutions (MAS), Goldman Sachs Asset Management

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Alexandra Wilson Elizondo“I began my career as an individual investor. Now, I’m a manager of investors and of the processes that help enable us to invest at scale,” says Alexandra Wilson-Elizondo. “I’ve learned that if you’re going to be leading a very large platform, building infrastructure and frameworks is critical to the future success of the business.”

Wilson-Elizondo reflects on what makes her passionate about the financial industry, how she leveled up her leadership, and her commitment to growth for herself, her team, and the business.

From Adversity to Impact

Wilson-Elizondo’s professional journey is deeply intertwined with personal experiences that shaped her aspirations. Born into a family with roots in Argentina, Wilson-Elizondo learned early on how economic upheaval can have life-changing consequences.

“Growing up, I witnessed firsthand how when resources are not distributed appropriately, it can lead to really negative outcomes,” she recalls. “Seeing my family members’ savings go to zero overnight and not having access to funds—the trauma and impact that had on their lives—left an indelible impression on me.”

These early observations, coupled with her mother working in international trade finance, sparked Wilson-Elizondo’s drive to study economics in college.

“I wanted to get an understanding of how one can distribute resources in an economy for the benefit of multiple people and the broader society.”

However, the timing of her graduation from Haverford College—in 2008, during the global financial crisis—was less than ideal.

“I thought I’d graduate straight into a glorious job on Wall Street,” she admits with a laugh. Instead, Wilson-Elizondo’s first role involved answering calls from Spanish-speaking 401(k) participants seeking hardship withdrawals. “It was a challenging time, but it taught me invaluable lessons about saving, investing, and the real-life impact of economic downturns,” she says.

Wilson-Elizondo’s career steadily progressed. She honed her expertise in fixed-income markets and built a reputation for innovative investment strategies that benefitted both retail and institutional investors. Three years ago, she joined Goldman Sachs as Head of Funds and Models before rising to her current role as Co-Chief Investment Officer. Recently, she celebrated another milestone—becoming a partner at the firm.

Leveling Up

Wilson-Elizondo credits taking a long-term view and being resilient as the main attributes for success at work. She also advises professional women starting in their careers to have an entrepreneurial mindset.

“Build things, do not wait for people to assign things to you. Continue to constantly learn about what you’re interested in; being an expert is always a good thing, and it will help your career.”

She notes while sponsors are definitely in the mix and useful, it is also about being proactive in your career and not just waiting for someone to “pull you up” or for perfection to move ahead.

“Sometimes women can be focused on being perfect and not wanting to fail they don’t just go for it and see what can be learned in the attempt. It’s okay to not be perfect. As my mom likes to say, perfection is the enemy of good—you have to go for it.”

Networking Matters

For Wilson-Elizondo, networking is key—not only does it help build communities of support, but it can even lead to the next great opportunity, as it did for her in joining Goldman Sachs.

“This is a people business. I cannot impress enough the importance of having a network, but it’s not just about the quantity. The quality of the connections matter just as much.”

Wilson-Elizondo sees sponsors and mentors as an integral part of that network of support and emphasizes having a “personal board” to look to for guidance and opportunity.

“In each stage of my career I’ve heeded the advice to build my personal board. It’s thinking about who are the five or six people to go to for very critical decisions? Why are they on your board? Why do they keep a seat on your board, or do you rotate them? They can be a mix of mentors, sponsors, or just people whose opinions you trust.”

Supporting the Next Generation of Diverse Leaders

For Wilson-Elizondo, advancing in her career means more than personal success; it’s about paving the way for others. As a Latina in a leadership role at Goldman Sachs, not only in her day job but also across the firm’s Inclusion Networks, she prioritizes helping build a diverse pipeline of talent and guiding the next generation towards their goals. Wilson-Elizondo is proud to be a part of a partner class with the largest number of diverse promotes in firm history and seeks to help other diverse professionals across the firm navigate that path.

“Sometimes it’s about explaining what the criteria is,” she notes. “If people are working really hard but they’re not focused on the rubric they’re being evaluated against, you have this mismatch. As a mentor, I try to make sure people are setting goals, asking for consistent feedback and checking in with themselves to ensure that they understand what they need to focus on to grow and develop to the next level.”

As a strong advocate for visibility, Wilson-Elizondo emphasizes the importance of communication and presentation skills in professional settings. “Every micro-interaction matters. How you present yourself, how you deliver content, how you address your work product—it’s all part of the equation,” she says. She encourages others, especially those starting out in their careers, to take advantage of coaching and training opportunities to hone these skills.

Her own journey demonstrates the power of owning one’s unique perspective. “The best and most excellent teams are ones that accept different voices and aren’t echo chambers,” she asserts. “I continue to lean into having a different view, a different voice, because that ultimately leads to differentiated—and I believe better—outcomes.” For those who feel their perspectives are not valued, she offers candid advice: “If the team you’re on isn’t working, or they don’t see the value in what you bring, switch the team, change the option set.”

Guidance for Leadership

Wilson-Elizondo believes that effective leadership is about balancing vision with trust in your team. “You’ve got to manage down, not up. Set the vision and trust your team to deliver,” she advises.

She likens leadership to building a puzzle: “I’ll set the outline so my team has a clear vision on where we’re going and what we’re working towards, but I count on them to fill in the rest. As a leader, you can’t try to do everything yourself. You need to create exponential leverage by trusting your team.”

This trust, both in your team and in your own hard work and leadership, is especially critical in fast-paced industries. “Be confident and trust the work and analysis you’ve put into the decisions you’ve made.”

Committed to Growth

Wilson-Elizondo’s vision for the future is twofold: growing the assets she manages and mentoring the next generation of investment professionals. “One of the things that happened during COVID was that many places lost the apprenticeship model,” she explains. “People weren’t in the office watching trades get built or investment theses unfold. Rebuilding that has been a priority for me, and at Goldman Sachs more broadly where apprenticeship is embedded into our culture and how we develop talent at the firm.”

At the same time, she is deeply focused on her life outside of work, where raising three young children with her husband takes center stage. “My passions are my three kids and my husband right now,” she says. “We’re just inundated in baby and kids and fun stuff like that.”

While hobbies like reading and running take a back seat to a busy schedule and spending time with her family, Wilson-Elizondo embraces the reality of this season with humor and grace.

“If I tell you I have three kids, just made partner, and by the way, I have a million passions and interests, it’s misleading,” she admits. “This is life—these are the things I’m able to accomplish in a 24-hour day. Honesty is the best policy, but you can have both.”

Balancing the demands of leadership at work and home with an honest and forward-thinking perspective, Wilson-Elizondo is a leader committed to growth—professionally, personally, and for the next generation of investors that she’s dedicated to guiding.

By Jessica Robaire

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2024: Words of Wisdom from Women in Leadership (Part 1)

Professional women words of wisdomTheglasshammer’s mission since our inception in 2007 is to inform, inspire and empower professional women through advice, events and coaching. By profiling female current and future leaders, we continue to aim to create a digital campfire for successful women to tell their career stories around. In 2024, we’ve had the privilege of connecting with inspiring women—those driving meaningful change, leading with authenticity, and looking to make a positive impact. Once again, we’re thrilled to spotlight the voices of women who are “being the change they want to see”—whether through transforming leadership dynamics, speaking up with their authentic voice, or supporting the next generation of women leaders.

As we reflect on the incredible leaders that we’ve highlighted this year, we’re excited to share their insights and stories of development and resilience (stay tuned for Part 2 next week). A heartfelt thank you to each of the executive women for your time, wisdom, and inspiration! And to the 2024 sponsors Wells Fargo and PGIM who have ensured that there is no cost to the readers of theglasshammer.com to access personal stories and career advice.

Quotes to live by

“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.” – Natalie Gill, Head of DEI Strategy & Industry Engagement, PGIM

“Going into situations, I’m very aware of who I am. I am a woman. I look different. I don’t think people automatically assume that I’m Black because I am mixed. So, I have a voice, and I use it. Instead of shying away or being self-conscious, I use it as an advantage. I want to be a good representative of women, of women of color, and of diverse women. We all have a voice, and we have to advocate for ourselves.” – Vanessa McMichael: Head of Corporate & Public Entity (CPE) Strategy, Wells Fargo

“You absolutely can be what you don’t see in the world because that is what innovators do. So, if you transfer innovators with trail blazers, that’s what trailblazers do — they see a need in the world, and they find a way to fill it. And I think that the need for each of us that are called trailblazers is unique.” – Kimberly Bryant: Founder and CEO, Black Innovation Lab and Ascend Ventures Tech

“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.” – Tara Stafford: Project Manager, PGIM Operations & Innovation

“Respect everyone who is in the room with you. You have been asked to work on a multi-level team, be mindful not just of ‘the boss’, everyone in the room has ideas to bring and value to contribute. By listening to everyone, and respectfully communicating to everyone horizontally, not in silos, you will bring people together to drive forward whatever project or whatever collaboration you’re working on. Work to ensure everyone is engaged in a successful outcome.” – Susan Nickey: Executive Vice President and Chief Client Officer of HASI

“I mentor people that way as well, which is not just to say, ‘okay, let’s have a coffee and I’ll tell you how great you are,’ but ‘let’s have a coffee and discuss where you think you might fall short. Then I’ll tell you what I think or help connect you with people I know will give you a straight answer.’ There are ways to coach that feel good for everybody and there are ways to coach that might feel a bit outside your comfort zone, and you have to do both.”- Jill Ford: Co-head of Equity Capital Markets, Wells Fargo

“You have to be clear on setting boundaries and priorities. Any organization is going to take all that you’re willing to give, so it’s up to you to be the person to set those boundaries for yourself. It doesn’t mean that you’re not going make sacrifices or that there will not be this push and pull constantly, but each time that happens you need to be very thoughtful about whether it’s the right trade-off.” – Shekhinah Bass: Managing Director, Head of Talent Strategy, Goldman Sachs

“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.” – Dania Shahzad: Business Manager, Client Advisory Group, PGIM

“Success stems from a breadth of experiences. The broader your understanding and hands-on involvement across domains, the better equipped you will be to thrive in senior roles. Focusing on the richness and depth of experience versus the speed to get there will pay off in the long-term.” – Rachel Lockett: Vice President of Marketing, MAC Cosmetics

“The most important thing is that you yourself have to walk the talk. For example, after Covid, a lot of people wanted to work from home. But if you want the team to be in the office, you have to show up. You are demonstrating to them, ‘I’m here and this is why we are here: we need to talk to each other, we need to communicate, because we are on the trading floor’.” – Mandy Wan: Managing Director, Head of Markets, Co-Head of CIB APAC, Wells Fargo

“In every role, I continued to stay focused, do great work, think about what my next move was and communicate the career trajectory that I wanted. You have to advocate for yourself. You’re the marketing team behind your own personal brand, and sometimes, that means creating opportunities for yourself that didn’t exist before.” – Anar Patel: Director, Portfolio Construction, PGIM Investments

“Earlier in my career, I thought what mattered to be successful was being excellent at my job and prioritized “doing the work” above all else. Then I came to recognize over time and with seniority that the relationships formed and the collaborative work with others were more impactful. You have to be open to that collaboration and not solely focused on your own success because the success of the collective also matters. Meaning the success of the project, the success of the client, and the success of the firm. That is why the interconnectedness of collaborators in driving value and outcomes is so important.” – Marion Regnier: Partner, Technology Strategy, PwC

We believe coaching is the most effective way to hone broad leadership development goals specifically to each person and their circumstance. Many of the women profiled over the years have been coached by theglasshammer’s cadre of coaches as part of their company’s programmatic leadership development plans. We also work with individuals who want to work on their own development as a leader and can hire us if their company is not providing a coach. Invest in yourself and your career. Sign up to attend our free introduction to coaching to see if coaching could be useful to you- we ask that you are a VP, SVP or MD level in a financial or professional services firm, or a Fortune 500 company to make the cohorts work for consistency of experience and relevance. We will match people to coaches and peers in the cohorts on that basis. The 6 session one-on-one program with 2 (small pod) peer coaching sessions will run for twelve months in 2025 and we have space for 30 women total. This program is not for career changes, feeling stuck or between jobs career coaching (which we can offer but not in this program), this program is for leadership development work. Don’t miss this opportunity to be coached! Program costs are $3,999 per person. Reserve your spot here to hear more: https://calendly.com/evolvedpeople-nicki/coaching-cohort-2025

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Erica Klinkowize: EVP, US Treasurer, TD Bank

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Erica Klinkowize“I thrive on change as opposed to shying away from it,” says Erica Klinkowize. “By honing the skill over the years of accepting that nothing will stay the same, I have been able to weather storms and adapt.”

Previously profiled in 2022 as the CBNA Treasurer for Citi, Klinkowize has since continued her transformative journey in the financial industry, bringing her passion for complex challenges and people-focused leadership to her current role as EVP and U.S. Treasurer at TD Bank. She speaks to how she views resilience, adaptability, and intentional leadership as foundational to her career evolution.

Thriving in Transformation

Energized by opportunities to make an impact, Klinkowize is as much a leader who embraces challenge as she does change. Consistently choosing to push her boundaries throughout her career, Klinkowize acknowledges, “I’m not drawn to easy paths.” This penchant for challenge has defined her career and leadership, from her years at Goldman Sachs and Bank of America to her current role as EVP and U.S. Treasurer at TD Bank.

“I gravitate towards these challenges. Whether it’s transitioning to Citi when they are in transformation, or specifically taking this position at TD to help enhance and build out the US Treasury organization, I strive to make a visible positive change.”

Klinkowize’s passion for transformation is matched by her deep interest in the complexities of the financial industry and the dedication of those who thrive within it.

“Treasury is an unbelievably exciting space. There are an incredible number of topics, a multitude of risks you’re managing,” she explains. “I’m constantly learning and leading.”

Beyond the intellectual demands, Klinkowize is inspired by the people she gets to work with, “they are very passionate, and it resonates with me. I want to support them and help them as they navigate a very complex environment…there is so much to accomplish, and there are so many people to help.”

A Change Agent with a Vision for Leadership

As a leader, Klinkowize embraces the role of a change agent, acknowledging, “I can’t accept the status quo. I can’t let myself not ask a question.” It’s that continual strive for improvement that motivates her, “it’s less about innovation and more about what else is out there, how can you be better at what you do.”

In driving transformation, Klinkowize underscores the ability to navigate and support multiple levels of change, from the individual to the team to the organization.

“It’s about guiding a large group emotionally and intellectually through change while recognizing you are part of a larger whole. You can’t make a change and think it won’t have downstream impacts—you have to stay mindful of upstream dynamics within the company.”

She continues, “Being a change agent is causing the change, but then also managing the emotional, intellectual, and organizational side. The internal and external clarity on what you’re doing, and how you’re doing it.”

Klinkowize emphasizes that effective change also requires being skilled at collaboration and leading with influence.

“I’m a big connector of people. If there’s a problem at hand, it doesn’t matter if you work for me or not, let’s come together to solve the issue.” She continues, “it’s important to be able to inspire people who don’t work for you, lead without directly managing them.”

Building Resilience

Even as Klinkowize embraces change and the transformation that can come from it, she recognizes that there were times in her career where she felt more like she was weathering the storm than riding on a wave of opportunity.

“I want to be honest and open about my experiences, so that women don’t feel that it was all straight shot up, because it certainly was not.”

She recounts moments in her career that might have deterred others—embarrassing missteps in meetings, even an instance of demotion. But rather than dwell on these experiences, Klinkowize speaks to the importance of navigating those difficult moments and emerging stronger on the other side as key to developing resilience and adaptability.

“It comes from learning and paying attention to how you act in those situations. How you act under stress, under duress, in moments where you’re embarrassed—you keep building up that stamina.”

Klinkowize also points to the power of mentorship and empathetic support in weathering challenging periods. “It’s important to have mentors you trust, both inside and outside of work because you need a voice of reason,” she advises. She maintains that the support of others is critical no matter how high one climbs up the ladder of leadership.

“The more senior you become, the greater the risks in your career. Not everyone will be nice, and not everything will be fair. That’s why resilience and stamina are essential—and why surrounding yourself with the right people matters.”

Intentional Leadership

With her breadth of leadership experience, Klinkowize is thoughtful in her approach to building a team culture, seeing it as a deliberate, ongoing process. When she steps into a new role, she takes time to think about what she wants to bring to the position and how she can improve from her previous experiences.

“As I’m gearing up to start, I’m very intentional about the person that I want to be and the environment I want to create around me. I prepare…I don’t wing it.” This intentionality is evident in the steps she took to establish her team’s culture at TD Bank.

“I made it clear that integrity was my number one standard, setting the tone for everything. I approached it very deliberately—I changed the team name, created a distribution list. Also, I helped craft a story, like an elevator pitch, to clearly describe what my organization does. Everything was very purposeful.”

She notes that her goal is to create an environment where everyone understands their role and feels connected to the larger mission. “I want the rest of the firm to understand what we are becoming,” she explains. By fostering a sense of clarity and collaboration, Klinkowize ensures that her team is aligned and motivated. Her approach underscores her belief that effective leadership is about more than strategy; it’s about creating a shared vision that everyone can rally behind.

A Legacy of Positive Impact

Beyond building the culture, Klinkowize is intentional in striking a balance between driving excellence without compromising the well-being of her team.

“We have to balance how hard we make people work,” she states, acknowledging that while finance is a high-pressure field, it’s essential to create a sustainable work environment.

Klinkowize also recognizes that not everyone will embrace change in the same way, and as a leader of transformation she wants to “help people understand that we will come out the other side.”

Looking ahead, Klinkowize hopes to leave a legacy of positive impact, both in her organization and in the people she leads.

“I want to contribute to the financial safety and soundness of the company, innovate, and bring excellence. I want to continue to be a role model as an empathetic and accountable leader.”

Outside of work, Klinkowize immerses herself in science fiction and fantasy books, cherishes moments with her family and dogs, but admits with a laugh, “I still struggle to find enough time to exercise.”

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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Maureen O’Connor: Managing Director, Global Head of High Grade Debt Syndicate, Wells Fargo

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Maureen O'Connor“I always tell people that the key to my success is loving what I do, because when you truly enjoy your work, it shows—and clients can feel that,” says Maureen O’Connor. “Over the years, my clients have seen that I care as much about the outcome of their transactions as they do, and that has been crucial to building strong relationships.”

Exuding passion and enthusiasm, O’Connor demonstrates how loving what you do and honing your emotional intelligence are essential to long-term success. She reflects on the importance of skillful communication, maintaining in-person connections, and prioritizing finding work that is deeply fulfilling for a sustainable career.

Fueled by the Energy of the Markets

Dynamic and driven, O’Connor has always thrived in high-energy environments, making the fast-paced trading floor the ideal fit for her career.

“I love the markets and how what you read in the press that morning is going to have an impact on what you do that day. It’s exciting how things are ever changing, and that no day is like the last.” This unpredictability, far from overwhelming, is the fuel that powers her. “The buzz of a trading floor is the energy that I thrive off of.”

O’Connor feels fortunate to have built a career that still ignites her passion, even after more than two decades in the industry.

“It hasn’t felt like work in that regard. I really enjoy what I do—it fulfills me on a very deep level.”

O’Connor’s talents particularly shine as Wells Fargo’s Global Head of High Grade Debt Syndicate because the role is more about building connections with clients and finding a way to bring two sides together than it is about selling.

“My goal is to be upfront about what we can accomplish for you, and I love that. I enjoy being direct with people.” She continues, “it’s about finding that perfect balance between what the investor and the issuer wants, ensuring that neither feels like they got the upper hand, but rather that the outcome is fair.”

Building Stronger Client Relationships with In-Person Connection

Given that much of O’Connor’s role involves balancing both sides of a deal, she believes forging strong client relationships is essential—and in her view, the best way to do that is in person.

“I’m not one for small talk—I love real conversations,” she says. ” In my view, in-person connections with clients are critical – it’s harder to build a serious and deep connection with someone virtually.”

O’Connor believes that in-person meetings, preferably outside the confines of a conference room, are where true bonds are formed.

“I love to hear people’s stories, to understand what makes them tick,” she explains. “It’s not about using that knowledge to get something for myself; it’s about figuring out what’s going to work for them.”

While her job in syndicate is to carry a deal across the finish line, O’Connor sees it as much more than just completing a transaction.

“All the work you do leading up to that moment, getting to know your clients better, makes the final leg so much more meaningful.” This personal touch, she believes, is what sets her—and others in her line of work—apart.

Delivery is Key

For O’Connor, mastering the art of communication has been another key element to her success. While technical skills and attention to detail are critical early in one’s career, she believes that as you advance, it’s the softer skills that become more significant.

“I think having a high emotional intelligence (EQ) is really important,” she says. “When you’re a junior, it’s all about analytical skills and efficiency. But as you get more client-facing, it becomes much more about how you deliver.”

O’Connor prides herself on her ability to read people and adapt her approach accordingly. “I used to joke that the number one skill in my job was sounding good on the phone—now, it’s probably sounding good on Zoom,” she laughs. For her, clear and confident communication is essential. “It’s not just about what you say, it’s about sounding good saying it.”

Not only is confidence key, but making the delivery dynamic and engaging is essential as well. She emphasizes that effective communication is about more than just data—it’s about ensuring that the message sticks.

“Delivery is so important, and I don’t think people spend enough time polishing it. They work too much on the content and not enough on thinking about how to say it with emphasis in a way that leaves a lasting impression.”

The Art of Navigating Difficult Conversations

O’Connor points to another crucial element of communication—adeptly navigating hard conversations—as an asset in her role. Working in syndicate, she walks a fine line between the demands of issuers and the expectations of investors, advocating for both sides with skill and empathy.

“You get one of those tough trades, and sometimes the music stops. Your ability to deliver bad news becomes crucial.” She continues, “the way you handle those hard conversations is a critical skill that sets apart the good from the great at this job.”

O’Connor believes her success in this area comes from her ability to communicate directly. “I always ask myself, ‘How would I want to receive this news?’ And the answer is usually straightforward: I’d just want to know,” she says. This candid approach earns her respect, even when emotions are running high.

“It’s about your ability to impart to them, ‘this doesn’t feel good on this side, either. We’re not where we want to be, but we’re going get you to the best possible place we can’.”

O’Connor finds that approaching difficult conversations with a “we’re in this together” mindset not only reassures her clients but also fosters a collaborative atmosphere that helps navigate tough situations.

Passion is Preferable

O’Connor is clearly passionate about her work but acknowledges that there is a balance between caring deeply and maintaining emotional resilience.

“It’s hard not to take things personally when you care a lot. I’d tell my younger self not to stress so much.”

Yet, she emphasizes that bringing passion to the job is not only acceptable but essential.

“One of the worst pieces of feedback a woman can receive is being told she’s too emotional,” she shares. “It’s unhelpful. Asking someone not to care is not a solution. I love passion. I can help rein in or smooth the edges around that, but I can’t make somebody care about something they don’t care about, so I’d much rather somebody go in that direction than the other way around.”

In her view, the goal isn’t to care less, but to take things less personally.

“I’m not going to ask people to be less emotional. I might ask you to hone your reaction but never to care less.”

For a Sustainable Career, Love What You Do

For O’Connor, having genuine passion for one’s work is truly the foundation of a sustainable career.

“You have to ask yourself why you’re entering this business,” she advises. “Have a heart-to-heart with yourself, especially in those early years when sacrifices are abundant. If you’re in it for the wrong reasons, you won’t last. You have to truly love what you do because, ultimately, the money alone won’t sustain you.”

O’Connor encourages aspiring professionals to reflect on their motivations and be open to trying different roles to find their passion. She shares that she bounced around early in her career before finding her fit in syndicate in 2006.

“Don’t be afraid to pivot early in your career,” she stresses. “You must find that role that makes you happy. Otherwise, with the long hours and demanding nature of the work, you’re not going to thrive. You need to be in a seat that you genuinely love.”

As a mother of three girls, O’Connor aims to show her daughters that it’s possible to pursue a career she loves while finding deep fulfillment in her family life. For her, it’s less about achieving perfection and more about showing the importance of hard work and learning from mistakes. In her downtime, O’Connor spends quality time with her three daughters, loves baking and playing mediocre tennis with friends – simple joys that keep her connected to what matters most.

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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Marion Regnier: Partner, Technology Strategy, PwC

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Marion RegnierTwelve years ago, we spotlighted Marion Regnier in our “35 under 35” segment, where she shone as a Senior Associate at PwC. Fast forward, Regnier ascended to partner and has also embraced motherhood, marking a dynamic journey of professional and personal growth. Regnier shares what she has learned in this phase of her career and her insights on leadership, client relationships and the importance of great colleagues.

Making Partner

Becoming a partner in 2020 amid the pandemic was a unique experience for Regnier, as she celebrated virtually with a morning glass of champagne in front of her laptop. Despite the solitary setting, it marked a significant moment of recognition for her hard work, instilling a deep sense of pride and responsibility as the firm entrusted her with this title. Since becoming partner, Regnier finds joy in the realization that the role affords her greater control over how she allocates her time, enabling her to direct her efforts towards activities that resonate more closely with her passions.

“Becoming partner has allowed me to create a balance of where I spend my time between driving impact at our clients, collaborating with my team, working on innovative projects, and nurturing and developing relationships with clients. I enjoy my work a lot more because I have more control over where I can make an impact and focus my efforts.”

Making an impact is important to Regnier, particularly as it relates to finding creative solutions for her clients. In her role as partner in technology strategy, she is energized by the challenge of exploring ways to rethink and reframe her clients’ complex problems to come up with innovative solutions.

“Innovation is significant to me as it involves applying creativity to how we work and problem solve as a team as well as addressing our clients’ challenges. We need to strike a balance between leveraging our experience and taking calculated risks to think differently. Merely repeating past strategies may not yield the desired results for every client; we need to creatively rethink our approach to maximize impact and factor in each companies’ culture, values, goals and ability to absorb change.”

Thinking Ahead and Being Proactive

In contemplating the factors contributing to her advancement as a leader, Regnier underscores the significance of proactively taking initiative and anticipating both clients’ future needs and the needs of the organization.

“Instead of thinking transactionally when working on a project, it is important to be proactive in anticipating clients’ future needs. Our clients are busy and often time-slice constantly. We are of most help when we can think 10 steps ahead and advise on what they need to do now to prepare. It’s about constantly thinking ahead as opposed to only reacting.”

Not only does Regnier take this proactive approach externally when working with clients, but she also uses it internally to reflect on where there might be a value-add for the firm.

“For me, it is interesting to notice where in the organization there is a void or a white space for a particular type of service that we should provide to our clients based on demand, questions we are getting, and general market evolution. Then putting together a strategy to fill the gap that understands and meets clients’ needs effectively.”

Regnier sites a recent example of how she used this approach to address the environmental needs of a client’s CIO (Chief Information Officer).

“A CIO is a huge player in trying to help their company achieve climate goals, and we needed to comprehensively respond to their questions on what is an effective IT sustainability strategy. As technology creates a material carbon footprint, in particular for industries that are more digital than physical, a CIO has very specific needs, requiring a thoughtful strategy to embed environmental principles, measurements, ways of working to deliver IT services differently. Consequently, I proactively raised my hand to address this specific need.”

What started as taking initiative in addressing an organizational need has turned into a passion project for Regnier, as she notes that she enjoys working on something that she really cares about. She also sees it as a strategic move in her career, as she is inclined towards exploring emerging areas with both personal interest and potential business value.

You Don’t Succeed in Your Career Alone

Beyond thinking innovatively and being proactive, Regnier emphasizes the importance of collaboration as central to career success.

“You don’t succeed in your career alone. It’s not enough to just work hard or effectively. It’s about doing the work not alone, but in collaboration, and finding a group of people with whom you get problems solved and outcomes accomplished.”

Regnier distinguishes collaboration from building a network as she sees a network as more of a web of acquaintances who might help with information, referrals, or advancement. In her view, true collaboration is interconnectedness, an ecosystem of people where there is give and take and you are challenged and coached, and it’s reciprocated.

She reflects, “Earlier in my career, I thought what mattered to be successful was being excellent at my job and prioritized “doing the work” above all else. Then I came to recognize overtime and with seniority that the relationships formed and the collaborative work with others were more impactful. You have to be open to that collaboration and not solely focused on your own success because the success of the collective also matters. Meaning the success of the project, the success of the client, and the success of the firm. That is why the interconnectedness of collaborators in driving value and outcomes is so important.”

At PwC, Regnier finds that true collaboration can happen because of the emphasis on teamwork. She shares, “Our profession is suited for collaboration because we work in teams that aren’t static. We have an organizational team, and then we have project teams, therefore the composition is always changing. This dynamic structure allows us to engage in different projects and topics with various groups and be exposed to a variety of thinkers who constantly allow you to grow and step outside of your comfort zone.”

Sponsorship as a Change Agent

Sponsorship is another key facet of Regnier’s perspective that “you don’t succeed in your career alone”. Regnier cites one of her own sponsors as integral to her professional growth.

“He’s always believed in me and inspired me to be better. He also gave me a different perspective and opened up the aperture to look at things in new ways, to not only focus on “doing” but rather to rethink how to best focus on value. I appreciate that he continues to challenge me.”

Regnier also sees sponsorship as a vehicle for creating change not just for an individual, but for the organization as a whole. She values talent development and understands the skills, experience, and responsibility to create more diversity in leadership. Regnier points to the value of finding opportunities for women and other talent such as LGBTQ and BIPOC individuals to develop skills that will help take them forward and upward.

“When you give any person the right opportunity needed to help them grow or acquire new skills, you are taking the time to invest in them. To me that is core to leading. It’s not only about putting someone knowledgeable on a project, but rather thinking about who you can give that opportunity to so that they can develop new skills, and this includes thinking about who doesn’t get asked, typically.”

Development of people also extends to organizational commitment when it comes to supporting people through different chapters of their life.

“PwC understands and supports new parents very well. I was able to take parental leave when my wife gave birth to our first child and then again when I gave birth to our second child. It is this type of commitment to all parents that allows people to perform at their highest levels. I even can use an emergency childcare service several times per year to cover any contingencies in childcare.”

Even once people make it to partner, Regnier believes that it is important to continue to invest in leaders’ development.

“After you make partner, you’re left with a queasy sense of… what’s next? That is where the focus on impact for our clients and paying it forward via sponsorship can be effective in helping junior partners learn from senior partners. For example, they can bring their “sponsee” to a board meeting not only because they might have something to bring to the table, but also as an opportunity for experiential learning and succession planning.”

Outside of work, Regnier is exploring the balance and embracing the joy of having two kids under three years old. Immersing them in her native French language is important to her, and taking the time to teach them to solve problems and care for others is core to what she defines as parenthood.

By Jessica Robaire

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Mandy Wan: Managing Director, Head of Markets, Co-Head of CIB APAC, Wells Fargo

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Mandy Wan“You have to put in dedication and hard work to be successful. There are no short cuts,” says Mandy Wan. “Stay true to your core principles and advancement will follow. Be open-minded to embracing new opportunities and giving them your best effort.”

Wan shares how she values learning from diverse experiences, her insights on setting the right culture in a team, and what it means to be a leader who “walks the talk.”

Finding the Right Fit on the Trading Floor

Wan learned from an early age the value of hard work and determination in pursuing her dreams. Growing up in Hong Kong as the eldest child of parents who were refugees of the Chinese Cultural Revolution, Wan took care of her younger brothers and worked after school and during summer breaks to help contribute to the family. Recognizing that to build the life she wanted, she needed to find the right job to support it, Wan attended business school with a focus on accounting.

Although Wan ultimately found accounting wasn’t for her, she remained motivated to work in an environment where she could learn and meet people from different backgrounds and explore other countries. She found what she was looking for on the trading floor.

“During my final year of school, I secured a part-time role at UBS where I worked on the trading floor. It became clear to me that this was where I wanted to be. The environment is incredibly diverse, with people from many different cultures, and the fast-paced, dynamic nature of the job presents new challenges every day, making it exciting.”

Directing her energy and enthusiasm to every opportunity, Wan successfully moved up through UBS, having the chance to travel around the world to market Asian financial products. She relished these experiences as they broadened her horizons, giving her a window into how other people communicate and make investment decisions. Now as the Managing Director, Head of Markets, and Co-Head of CIB APAC at Wells Fargo, Wan channels her tenacity and drive into leading Wells Fargo’s APAC Markets business.

Shaping the Business from the Ground Up

Wan’s entrepreneurial spirit shines through when she describes her passion for leading the Wells Fargo Markets business in APAC.

“I have a full mandate to manage the client franchise in Asia. The opportunity is thrilling as it allows me to envision and shape the business we aim to create from the ground up. I love that aspect because I get to continually learn and be challenged by it.”

In addition, Wan points to the people she works with as integral to what makes her feel deeply committed in her role. She highlights the advantage of being able to recruit those who share that drive when you are in the position of starting anew.

“I always feel more energized when there are people around me who share the same passion.” She continues, “When you build a business, you have the opportunity to assemble the team, and you want to look for someone who is entrepreneurial and energetic and has the passion to enhance the business. When you get the chance to pick a team like that, people feel invested in the sense of ‘we get to do this together.’”

Setting the Right Culture

Another advantage of leading the process of developing a business and team is being able to shape the culture from the beginning. For Wan that means, “a culture of doing the right thing, of running the business, and doing what’s right for the customer and the company. The customer values partnership a lot more and are looking for a trusted party to help them really talk about how we can help them become financially successful.”

Setting an ethos of integrity not only aligns with what customers want, but it is also what members of the team want. As Wan reflects, “employees these days desire to work for a company with aligned aspirations, where they can develop personal achievements. They’re looking for meaningful goals that matter to them, and they want to work alongside people they respect and can learn from, and this particularly applies to recruiting and retaining young talent.”

As setting the right culture recruits, retains and motivates the team, it ultimately is good for business.

“A positive culture can lead to favorable P&L outcomes, as well as financial success and satisfied customers.”

Being a Leader who “Walks the Talk”

In thinking about how she creates the right culture for the business and her team, Wan points to effective communication and recognizing that you have to “walk the talk” as a leader.

“I give very candid feedback, but constructively. The team also needs to feel comfortable to embrace candor with each other in a respectful way.”

She highlights that, “this industry is all about people and the number one thing about working with people is communication. I always urge people to reflect on and improve their communication style.”

As Wan sets the tone for communication by being respectful, but constructive in her interactions, she also is purposeful in how she shows up as a leader, in some cases quite literally.

“The most important thing is that you yourself have to walk the talk. For example, after Covid, a lot of people wanted to work from home. But if you want the team to be in the office, you have to show up. You are demonstrating to them, ‘I’m here and this is why we are here: we need to talk to each other, we need to communicate, because we are on the trading floor’.”

Another example of how Wan models her expectations of others is in how she supports her team’s development.

“If you want people to really take care of junior talent on the floor, you must start with yourself. Consider how you would invest time and mentor your team members. Eventually, everyone will observe your behavior and realize that they should follow suit.”

Be Present in Everything That You Do

Wan relocated to Singapore from Hong Kong last year. Although this wasn’t the first time Wan lived in Singapore, it was the first time she made the move as a mother of three young boys. Getting a family settled while leading the APAC hub made for a busy year and Wan reflects that at times when it’s hard to find work-life balance, she puts extra effort in organizing her schedule, focusing on staying present, and engaging in doing what she committed that time to do.

“Multitasking is a myth. You have to stay focused on what you’re doing in the time that you assigned for it, and then you will find that you are a lot more efficient, therefore improving the quality of time you spend with your family and outside of work.”

Wan also prioritizes wellness and staying active and loves to connect with her kids through sports. As a family they ski, snowboard, and play golf together. She extends this passion for wellness to her work. She is a strong supporter of wellbeing and employee engagement initiatives across the region as a way to engage with her colleagues, devote time to their wellbeing, and give back to the community. Wan is the Executive Sponsor for the Diversity, Equity and Inclusion council in APAC and leads with authenticity and a style that is evident both in the office and in her recreational pursuits.

“Focusing on building the right culture is important for the entire firm. That’s why it is important for me to walk the talk and show up.”

By Jessica Robaire

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Shekhinah Bass: Managing Director, Head of Talent Strategy, Goldman Sachs

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Shekhinah Bass“I found my way to my career, but it wasn’t a career that I even knew existed, or even had visions of wanting to become,” says Shekhinah Bass, Managing Director, Head of Talent Strategy, at Goldman Sachs. “No one in my family had gone to college. No one had worked on Wall Street; all of these things were completely new to me. Oftentimes people say that you can’t become what you can’t see, but you can.”

In turn, Bass champions diversity herself formally via her role and also through her authenticity. As a mother with a successful career, she grounds herself with the mantra, “run your own race.”

Upon joining Goldman Sachs as a summer analyst, Bass never envisioned her journey leading to a career in the financial services industry. Her intent was to go to law school after graduation as she believed it was the only way to add value to society. However, through her experience at the firm, she learned what she really enjoyed doing was advocating for diverse professionals which she had the ability to do in Human Capital Management (HCM) at Goldman Sachs. Ultimately, she accepted an offer to work on the diversity, equity and inclusion team and realized it was also an opportunity to make a meaningful societal impact.

Feeling passionate about engaging in the Human Capital Management space, Bass went on to build her portfolio by working in many different HR disciplines, including performance management, employee relations, and chief of staff to the global head of HCM. She now is the head of talent strategy where she oversees the execution of a wide range of talent management priorities, focusing on development, engagement and retention.

Building the Pipeline of Diverse Talent

One of the ways that Bass is making an impact on elevating and empowering diverse professionals at Goldman Sachs is through the Black Analyst and Associate Initiative, where she is one of the coaches. Recognizing that in order to see more diversity in leadership, there needs to be a way to foster young professionals and build a pipeline from the beginning, the Black Analyst and Associate Initiative creates a formal structure for engaging and providing support for diverse professionals from the earliest stages of their careers.

Bass explains, “the experience is based on the relationships. We bring together the Black analyst, their manager and also a coach that’s assigned to them. It’s a trio that works together to make sure that analyst or associate is having the best experience while giving them advice and coaching them through how to be a successful professional at the firm.”

The program has proven to be beneficial for diverse junior talent as they begin their journeys at Goldman Sachs.

“Our junior talent is having a more positive experience. And that’s because we have this more structured program versus only relying on it to happen organically. Having that structure adds more rigor in making sure that you capture that person who may be shy and not want to go to an event where relationships may form, but is still very talented, smart and could benefit from a coach.”

Another development piece in building the pipeline for diverse professionals to excel at Goldman Sachs is the Women’s Career Strategies Initiative. The program is 4-6 months and includes women who are at an associate level, nearing promotion to vice president. Throughout the program, women have access to developmental content and are invited to events where they engage with senior leaders, both women and men, across the firm. The connections that the women make with their cohort are also invaluable to their career growth.

As a sponsor in the program, Bass speaks to its impact on promoting and retaining women.

“I had about 10 high performing women who I got to spend 5 months with — getting to know them, giving them advice, talking through this transition as they were coming up on moving from an associate to a VP, hopefully. And nearly everyone got promoted to a VP, which I’m very proud of.”

She continues, “We’ve seen many alumni of the program have long and successful careers at the firm…They weren’t partners or MDs when they went through this program, they were associates, and so it shows you that we were able to really engage them, retain them, get them excited to work at the firm and feel connected to continue to grow their careers at the firm beyond the program.”

Managing Change and Taking Advantage of the Support Around You

Bass knows from experience that finding the right support can be key when navigating transitions both professionally as well as personally.

“Coming from humble beginnings to get to where I am, I feel proud, but also feel very fortunate that I had so many mentors and sponsors along my life to get to this point.”

Bass talks about the importance of recognizing that the phases of life can create questions of how to proactively manage your career at different critical points and nuanced advice is required for the challenge at hand.

“In each moment, I was always able to identify someone who, even if they haven’t gone through the same experience, had some knowledge that they could share with me on how I can navigate that moment.”

An important mentor for Bass was a manager she sought guidance from during her first pregnancy.

“When I first found out I was expecting I was excited because it was what we wanted, but when it became a reality, I got very nervous and scared. I was grateful that I had this ‘maternity mentor’ that I could go to and ask questions about, ‘How do I communicate this to the team? How do I prepare to be out? How do I operate when I get back?’”

Now a mother of five, Bass knows what it takes to transition back from maternity leave. She advocates for taking advantage of the support that’s around you and feels fortunate that at Goldman Sachs they have resources like backup childcare and lactation rooms to help support working parents. She has learned that it is important to, “be willing and open to taking on that help because I think a lot of times people feel like they need to be able to do everything. And you really don’t.”

Run Your Own Race at Your Own Pace

Along the path of her career, Bass found a mantra to keep her grounded: “I need to run my own race.” She notes that it can be easy to get distracted trying to keep up with everyone around you, but in the end, you must prioritize what is important to you professionally and personally.

“It’s fine to look to your left and look to your right, and that will give you some sense as to what might be important to you, or a goal you might want to set for yourself, and that’s fine. But don’t get caught up in the competition of it all.”

Part of setting your own pace is creating boundaries and sticking to them.

“You have to be clear on setting boundaries and priorities. Any organization is going to take all that you’re willing to give, so it’s up to you to be the person to set those boundaries for yourself. It doesn’t mean that you’re not going make sacrifices or that there will not be this push and pull constantly, but each time that happens you need to be very thoughtful about whether it’s the right trade-off.”

Showing up with Authenticity

Living her life at her own pace is an example of how Bass shows up authentically and pushes for things that she values in a genuine way.

“I’m a Black woman who is also a mother and a wife to my husband. I have all these different ways that I define myself, and I bring all of that to all the spaces that I enter.”

Bass believes it is important to show up authentically as it sets the tone for those coming up behind her.

“It’s simple things. For example, how I wear my hair at work sets the tone for other young Black women coming into the organization. I’ve had people ask me, ‘is it okay to wear my natural hair?’ I’ve never given myself the title of cultural or diversity change agent, but it is this notion of showing up authentically to the spaces that I occupy, that I hope allows this shift or change to happen naturally.”

From her enthusiasm, Bass clearly brings her whole self as much to her personal life as she does her professional. A mother of five with an engaging career, Bass admits that these days her leisure time is devoted to her family, particularly as her two eldest children play on travel soccer teams. Calling herself a “budding soccer mom”, Bass expresses joy in having the opportunity to take her children to practice and shouting from the sidelines when they play in tournaments.

By Jessica Robaire

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Jill Ford: Co-head of Equity Capital Markets, Wells Fargo

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Jill Ford“The equity capital markets are unique in that they’re looking towards the future. The companies we’re raising capital for are disrupting the world, and giving us a glimpse of what’s next. I really enjoy that aspect of going into work every day,” says Jill Ford, Co-head of Equity Capital Markets at Wells Fargo. “No company’s the same, no day is the same, no transaction’s the same. In addition, you get to be around incredibly smart, strategic, visionary thinkers who are potentially going to change the world.”

Embracing Change No Matter How Established You Are in Your Career

With more than three decades of experience in investment banking, Ford is motivated by the ever-evolving landscape of the equity capital markets and the broad array of challenges and opportunities it presents. However, it took trying a few different jobs in the beginning of Ford’s career to discover that a role in equity capital markets was the right fit for her. She reflects that the twists and turns of this early stage were important in understanding, “what I enjoyed doing and what I didn’t enjoy doing, but also to see what I was actually good at and what I wasn’t particularly good at. Both of those things are hard to get a handle on until you’re in the workforce doing the job.”

Ford recently embarked on a new challenge in her career, leaving the firm where she started her career and where she had worked for two decades, to join Wells Fargo as co-head of Equity Capital Markets. Her decision highlights the importance of embracing change, no matter how established you are in your career. She acknowledges that there was a steep learning curve in getting acclimated to a new firm and job, not only in the sense of building a network of connections across another organization, but also in proving herself and establishing her value. Now that she has settled in, she is pleased to find that her instincts landed her in the right place.

“I’m thrilled to be a part of Wells Fargo…I’m starting to feel ingrained in the culture, particularly how team oriented it is. Everyone is eager to help me navigate the company and connect me to others. There is a wonderful momentum and energy throughout the organization.”

Success and Development as a Leader

As a leader in equity capital markets, Ford knows what it takes to rise through the ranks. Reflecting on what has contributed to her success, Ford points to having the discipline to put in the work and build relationships with clients over time by actively listening to their concerns and what’s important to them.

“Being willing to go the extra mile for a client, being willing to go the extra mile for a team, creates a certain amount of goodwill.” She adds, “I have a strong muscle for taking in what is important to different stakeholders, synthesizing how to best serve them, and giving them options that optimize that priority stack.”

Ford believes that being a good leader is about going outside your comfort zone. She shares the example of offering constructive criticism as a tool for helping others grow.

“Being willing to give constructive criticism to people, even if it feels uncomfortable, is a skill that I’ve had to acquire. Not just giving feedback once a year during reviews but giving it constantly. People will be able to move their careers forward much more quickly if they’re given not just the pats on the back, but true constructive criticism.”

She continues, “I mentor people that way as well, which is not just to say, ‘okay, let’s have a coffee and I’ll tell you how great you are,’ but ‘let’s have a coffee and discuss where you think you might fall short. Then I’ll tell you what I think or help connect you with people I know will give you a straight answer.’ There are ways to coach that feel good for everybody and there are ways to coach that might feel a bit outside your comfort zone, and you have to do both.”

Reflecting on the constructive feedback she received over the years, Ford benefited from it but also wishes she had received more, noting it was hard to come by earlier in her career when there were fewer women leaders around her.

“I feel like a lot of men shied away from having those difficult conversations with women or anyone who didn’t look like them. In the end, that stymies your goals and your opportunities to advance.”

As more women have risen to leadership positions over the years, Ford has seen a productive shift.

“The playing field now is a little bit more level – because men see us as equals, they’re more willing to have those tough conversations with us, which is refreshing.”

Learning from Other Women Leaders and Being the Model for the Next Generation

Given the history of underrepresentation of women in senior leadership positions in the financial industry, it’s no surprise that another significant element Ford attributes to her career development is having the guidance of other women leaders as role models.

“There must be mentorship and guidance, whether it’s formal or informal, or you’re not going to see the end game for your career. As a leader, I have to be that person for others. Seeing a woman or diverse colleague reach the upper rungs and manage groups is not only inspiring, it sends the message to others that you can make this happen too.”

Ford shares that her greatest inspiration came from a senior woman leader who not only exemplified effective leadership but also spoke about the importance of her family.

Ford continues: “She had an incredible ability to get what she needed to be successful at her job, both up and down the chain. She also was the one who debunked the notion that ‘you can only have one kid in finance’ because she had three. She told me how she made it work and gave me a lot of practical advice for having multiple kids. Then she went on to become the CFO of a multibillion-dollar company.”

Aware she will be that inspiration for others, Ford is pragmatic in her approach to balancing her career and motherhood, acknowledging the sacrifices involved in having a demanding career while giving her children the quality time they need.

“I don’t sugarcoat how hard it is, but I always let people know it gets easier. The more senior you get, the more you can delegate…Your job and being a mother are both full-time jobs and it’s impossible to have two full-time jobs, but you can outsource what you need to outsource. You can ask people to help you and you can put your foot on the accelerator and on the brake at different stages in your life and at different points in your kid’s life to make it all work.”

The advice she offers is: “Be a sponge, figure out how everyone’s unique situation is working for them and then take the best parts that might apply to your situation. Make sure you have support, whether it’s a spouse or parents or hiring babysitters, so that you can figure out how to get the job done with more than just you.”

Finding Joy Personally and Professionally

Now that her children are older, Ford feels the pull of the balancing act less. She has more time to dedicate to her passions, both professionally and personally.

From a personal standpoint, Ford finds joy in downhill skiing and calls it one of her “secret weapons” for staying close to her children as it brings the family together outside in nature. She is an avid foodie and delights in a good taco truck as much as a Michelin starred restaurant, both of which are easy to find near her homebase of New York City. In her spare time, you might find Ford pouring over an interior design magazine, exploring her interest in innovative design concepts.

Professionally, Ford is excited for the what the future holds in leading the Equity Capital Markets business at Wells Fargo.

“I want to continue to be a part of companies that are transforming the world for good. There are many small companies that have great ideas and investors who want to put money to work in those types of endeavors. I relish being a part of linking these two worlds to move the ball forward and effect change.”

By Jessica Robaire

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