Tag Archive for: women in finance

Nancy Stern: Managing Director and General Counsel, Simplex Trading

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Nancy Stern

By Jessica Darmoni

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

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

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

Building Legal Infrastructure in a High-Speed Market

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

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

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

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

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

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

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

From General Counsel to CEO, and Back Again

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

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

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

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

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

Resilience, Realism, and Knowing When to Walk Away

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

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

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

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

Mentorship in All Directions

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

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

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

What does she value most?

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

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

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

What the Future Demands from Leaders

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

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

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

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

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

Leading Into the Future

What inspires her now?

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

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

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

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

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Alexandra Barth: Co-Head of Leveraged Finance, Wells Fargo

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Alexandra Barth“After 25 years at one company, making a change can feel daunting,” says Alexandra Barth. “You know the people, the processes, and the rhythm of the work, it’s familiar and comfortable. But when the opportunity at Wells Fargo came along, it was so compelling that I knew it was the right moment to embrace a new challenge.”

After more than two decades at Deutsche Bank, rising from analyst to group head and becoming a trusted voice in leveraged finance, Barth was ready to trade comfort for possibility. Wells Fargo offered not just a new role but a new environment, one defined by ambition, energy, and a leadership team committed to building something world-class. For Barth, it was the right moment to make a change.

Today, as co-Head of Leveraged Finance, Barth’s work centers on building a market-leading leveraged finance franchise inside a platform that is already well-known, well-capitalized, and hungry to grow. “The firm has assembled some of the best people in the market into an established franchise that’s looking to become a true market leader,” she says. “It’s as entrepreneurial as you can be inside an investment bank, and that combination is exciting.”

Barth is drawn in not only by the business potential at Wells Fargo, but the culture, one where senior leaders regularly roll up their sleeves, model curiosity, and make themselves accessible.

“The senior management here is committed to making this not just a world-class, top-tier investment bank, but also interactive…It’s an inspirational culture. It’s not just senior leaders dictating from above or only connecting with you when something is needed” After 26 years in the industry, Barth describes the culture simply: “It’s been reinvigorating to be here.”

Barth’s path into finance had unconventional beginnings: she majored in government with an art history minor at Dartmouth. Originally considering a legal career, early law internships changed her mind, and after taking her brother up on a suggestion to try a 2-year analyst position at an investment bank, gain great experience, and reassess after that, she ended up finding that banking was where she wanted to be. As an analyst, she discovered how much she loved the pace, the problem-solving, and the client work that became foundational to her career.

Words of Wisdom: Focus on the Client and Use Your Voice

Barth credits an early mentor for helping shape her leadership philosophy, setting two expectations that she still carries: always focus on the client, and always use your voice. “The priority was to really listen to the client—what they’re saying, what they need—and not just present what you think will sound good or what’s best for the bank,” she recalls.

Equally important was the expectation that even the most junior person should contribute. “If you’re in a meeting or on a call, even as a junior person, you should be using your voice and bringing something to the table that is thoughtful and adds value.”

It is a lesson Barth incorporates into building her team’s culture. She wants her team thinking critically, independently, and confidently, not just processing.

“Banking can be very process-oriented for junior people,” she notes. “We want a culture at Wells Fargo where you take time to think about what you’re working on, ask questions, understand why you’re doing it. If you’re on a client call or a senior-level committee call, you should be contributing.”

To strengthen that culture of inquiry, Barth brings in external speakers, including investors, economists, and credit strategists, to give the Leveraged Finance team space to stretch intellectually. “We want people thinking critically,” she explains. “If something about a company or a credit doesn’t make sense, or you have a question, be proactive and ask.”

Even the physical layout of the office reinforces this ethos.

“It’s intentionally non-hierarchical. Analysts and associates sit around me. I have a managing director and a second-year analyst next to each other. People walk up and talk to whoever they need to. It’s very interactive, and I think that makes a difference.”

Honesty, Transparency, and Directness Fosters Client Trust

Barth’s track record with clients, often spanning decades and tens of billions in capital raised, rests on a simple principle: honesty.

“Being honest with clients about what you think is the best answer or solution for them—even when it isn’t necessarily most advantageous for you or your firm—has been core to my career.”

Barth’s approach is both candid and relentless. “You have to ask to lead things and be direct. Most importantly, you have to show why you deserve to win,” she explains. That means being deeply knowledgeable about the market, offering creative structures, and making clear that she and her team will be tireless advocates for clients.

Barth knows the business is complicated, and mistakes happen. What matters, she says, is how you handle them.

“The first thing you do after a mistake is what matters most. How you manage it, how you communicate, and how you teach your team to navigate it.”

Clients respond to her consistency and her clarity. Barth earns trust at the CEO and CFO level not because she tells them what they want to hear, but because she tells them what she believes is achievable and then delivers the results.

“I think the ability to back up what I say with the outcome has been one of the biggest drivers of my success,” she says. “That relationship of trust is what matters most.”

Building a Market-Leading Franchise and a Lasting Legacy

Barth sees extraordinary potential at Wells Fargo. “I think in almost every product in investment banking, Wells can be a market leader,” she says. Her goal is straightforward: to help build a platform that is viewed as a top five investment bank, across products and across markets.

As much of a priority is the experience of the people on her team. Whether they stay in leveraged finance long-term or go on to other roles, Barth wants their time on her team and at Wells Fargo to be meaningful. “At my prior firm, I’m still in touch with many of the former junior people, and they tell me their experience was a pillar of their success,” she says. “That’s what I want to create here.”

A Working Mother Who Still Makes Room for Art

Balancing a demanding role with family is no small undertaking, but Barth credits her career with teaching her how to prioritize.

“In banking, you always have ten things happening at once that you can’t possibly do at the same time. You learn to prioritize what’s most important and give it your full attention.”

Outside work, she reconnects with the passion she discovered years ago as an art history student, visiting museums whenever she can in New York and beyond while bringing her eight- and eleven-year-old children with her. “I try to teach them as much as I can about art and art history,” she says, a reminder that even amid a full career, there’s always room to nurture curiosity and creativity.

Barth aims to create that same sense of value and possibility for her team.

“I grew up in a group where every voice mattered, even junior analysts’. Now, after 26 years, that’s exactly the culture I want to create, where the smartest person on the team, no matter their title, feels empowered to speak up and knows their perspective is valued.”

By Jessica Robaire

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

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Nicola Free“It’s hard to teach determination, but if you’ve had setbacks, and you’ve had to fight to get to where you are, it is built in you to keep going,” says Nicola Free. “It’s how quickly you bounce back, what learnings you take away, that can make you even stronger.”

With a career shaped by determination, hard-won resilience, and a commitment to leading with integrity, Free does not just navigate change — she drives it. She reflects on how embracing risk, learning from inspirational leaders, and trusting in both her existing skills and her capacity to grow have been central to her journey.

Taking Risks and Having Faith in Herself

From an early age, Free learned to be a self-starter. She reflects, “I came from a very working-class background and went to the worst school in Warwickshire. I had to teach myself my GCSEs because the classes were so disruptive.”

Determined to “do something with my life and make my parents proud,” Free was the first in her family to attend university, where she pursued law. However, it did not take long for her to realize that the legal path, while hard-earned, was not where she wanted to stay. When a client she had supported on a major securitization project invited her to help launch a CMBS platform, she made a decision that would completely change her career.

“It was definitely a big risk,” Free admits. “I would never have anticipated that I would have left the law a year after qualification, but this new opportunity sounded really interesting.”

Jumping into a completely new environment, Free recalls that “a third of it was in my comfort zone and two-thirds I was learning from scratch.” Free leaned on what she knew: her work ethic and resilience.

“Have confidence in the skills you bring, work hard to learn what you don’t know, and don’t give up at the first hurdle. Be willing to take a leap of faith. Ultimately, it’s about believing in yourself; that you’ll get there, and that you can do it.”

That mindset has carried her through ever since. Today, Free is a recognized leader in her field. As Head of Commercial Real Estate (CRE), EMEA for Wells Fargo, she is driving the firm’s CRE strategy across Europe, strengthening its capital markets capabilities, and deepening client relationships in the region.

“It’s a hugely exciting time to be a part of this business and the opportunity ahead of us…this is the year that the strategy is all coming together.”

Leading with Humility and Authenticity

When reflecting on her leadership approach, Free emphasizes the importance of clarity, humility, and authenticity.

“I always try and bring people along with me,” she says. “Give them a vision of what the strategy is, what we’re trying to achieve…make them feel like they’re part of something really special.”

She continues, “it’s about leading with integrity, humility, and doing the right thing for the business, the clients, and the strategy we’ve set for ourselves.”

Mentoring and feedback are important elements to how she leads. “The only way I managed to make a success of my career change was having good people around me who were prepared to coach and teach me,” Free says. “It’s incumbent on us all, particularly as leaders, to be that player-coach where you take the time to give people feedback and help them develop.”

She recognizes that it is also about holding oneself accountable when things go wrong and ensuring others are recognized when they go right. “When things are going really well, make sure people are getting the credit.”

Find a Culture that Aligns with Your Values and Leadership who Embody It

While Free is unquestionably guided by a strong internal compass, she also highlights the vital role that external factors, particularly an organization’s culture and leadership, play in shaping meaningful career development.

“One of the things I’ve learned throughout my career is to ask: What’s the culture? What kind of institution do you want to work for? At Wells Fargo I enjoy working for a bank that has a strong culture that I can relate to while being guided by truly inspirational leaders.”

Free is particularly inspired by Kara McShane, Head of Commercial Real Estate at Wells Fargo, “who is seen as one of the most influential women in finance.”

“To be able to work for somebody like her is really inspiring…and when you have leaders you trust and respect, you want to do your best for them.” It’s a dynamic she now pays forward to her own team. “I want them to come in and feel they’re part of something great, and that they want to succeed because they believe in me, in the business, and in the leadership above me.”

Be Bold. Own It.

Surrounded by leaders she respects, and serving as one herself, Free is acutely aware that leadership is not just about results; it’s also about presence. For women in real estate finance, that presence is still too rare at the top.

“If you’re a woman running a lending business in this industry,” she recalls reading in Real Estate Capital, “then you’re pretty extraordinary.” The line gave her pause, not out of self-congratulation, but reflection. “I come in and do my day job because I love it and want us to succeed. I don’t think of myself as any different than any other leader. But seeing that made me realize there’s a responsibility that comes with being one of the few.”

It is a responsibility that Free takes seriously. As she has risen through the ranks, invitations to speak and serve on panels have increased, and she uses them to push for broader representation. “I’m always conscious about making sure there are other women at the table, that the panels are diverse, and that we’re holding ourselves and others accountable.”

Her visibility is intentional. Instead of blending in, she embraces standing out.

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

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

Outside of work, Free applies the same conviction and focus to her personal life. She’s a mother of two daughters, and a competitive CrossFit athlete.

“I’m a strong working mom, and it demands a lot of my time, but I’m showing my girls what working hard and loving what you do can lead to and I’m not apologetic about it.” CrossFit is her outlet, her reset. “When I am training hard, I’m not thinking about anything other than being in the moment… it’s a really good way of switching off.”

That thread of determination runs through everything she does, whether it’s qualifying for a legal career, shifting into finance, growing a business, mentoring a team, or lifting a barbell.

“When things get really tough, don’t give up,” she says. “If you keep digging in, you’re going to feel so great at the end of it.”

By Jessica Robaire

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

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

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

From Associate to Partner

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

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

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

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

A Foundation of Education and Determination

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

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

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

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

An Empathetic Approach

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

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

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

Mentorship Advice

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

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

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

Finding Strength in Uniqueness Through Executive Coaching

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

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

Committed to Education and Financial Independence for Women

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

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

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

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

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

By Jessica Robaire

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Daniela Shapiro: Senior Managing Director, HASI

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Daniela Shapiro“I want to continue working on solutions that create a better future for generations to come,” says Daniela Shapiro. “That way, when I eventually hang up my boots, I’ll feel fulfilled knowing I helped move the ball forward.”

For Shapiro, every step of her journey has been about aligning her professional success with a broader mission to leave the world better than she found it.  She shares how she aims to create a meaningful legacy through sustainable energy investing, empowering the next generation of leaders, and cultivating leadership growth that is rooted in awareness and purpose.

Powering a Purposeful Journey

Energy has defined Shapiro’s career and character.  She initially approached energy in its most literal sense. “I went to college with the goal of working as an electrical engineer,” she recalls, “but I didn’t work a day in that field.” Her trajectory shifted when a professor, consulting for a private equity firm, offered her an internship. That pivotal opportunity introduced her to the world of energy finance, steering her away from the technical aspects of engineering and into the broader financial landscape of the energy sector.

The first decade of Shapiro’s career spanned private equity, a role with the Brazilian government during its energy market deregulation, and project financing at ABN-AMRO. While she started out working in oil and gas, she eventually pivoted toward renewable energy.

“I was nearly finished with my MBA at Northwestern University, which was part of an agreement I had with the bank to gain international experience, and I was expecting to return to Brazil. When they offered me the chance to be part of a newly created group focused on financing renewable energy, I jumped at it. That’s when I shifted my career fully to renewables and climate-related financing solutions.”

The 2009 financial crisis prompted another significant transition, leading Shapiro from banking to energy development. She held several executive roles, including most recently CFO of Guzman Energy. Over two decades of financing and developing energy projects, Shapiro cultivated a strong professional network that ultimately opened the door to her current position at HASI, a leading U.S. climate investment firm based in Annapolis, Maryland.

“Susan Nickey, who is our EVP and Chief Client Officer, has been an industry friend for almost twenty years, and also a mentor and advocate. When HASI was going through a planned leadership transition, I was thrilled that she put my name in the hat.”

Now, two years into her role as a Senior Managing Director, she is responsible for growing the company’s investments in distributed solar project market and expanding solutions for broader onsite and as-a-service offerings. Shapiro continues to thrive. Her blend of technical expertise, financial insight, and passion for sustainability positions her to tackle the complex challenges of clean energy, driving solutions that align with her values and vision for a more sustainable future.

Driven by Determination, Strengthened by Authentic Connections

Shapiro cites her determination and drive as key factors behind her success. “When I set my mind to something, I don’t stop until I achieve it. It may not be perfect or painless, but I don’t give up easily,” she says. This mindset has driven her to excel in demanding environments and to adapt to new challenges throughout her career.

However, Shapiro notes that sheer determination is not enough to keep moving up the ladder—equally important are the interpersonal skills and energy one brings to relationships.

“I’ve been fortunate to have people throughout my career who believed in me — cheering me on, offering advice and feedback, and making connections without me even asking. It’s incredible to have successful individuals in their own fields freely share their time and insights. For a long time, I questioned why I was lucky enough to receive that spontaneous support when others might not. But I’ve come to believe it’s about the energy you have within—the loyalty mentality that resonates with people and inspires them to invest in your success.”

Fostering authentic connections while building a professional network is another essential element of Shapiro’s success.  She underscores the importance of quality over quantity and recalls how the 2009 banking crisis highlighted the power of having those genuine connections.

“People I didn’t expect to care went above and beyond to help, making introductions and offering referrals,” she says. “That experience showed me that people will be there for you if they believe in you and feel you will be there for them…it’s about knowing who your tribe is and having genuine relationships.”

Leadership Growth Through Adaptation and Coaching

As Shapiro’s career took her higher up the ladder of leadership, she found it increasingly important to evolve her leadership style, particularly as the landscape has changed since her early days in investment banking.

“Back then, the culture was hierarchal and purely bottom-line, with little emphasis on tailored motivation and individual circumstances,” she recalls. As she progressed, she recognized the importance of balancing her results-oriented mindset with softer skills.

“As I moved higher in my career, I recognized the value of awareness and empathy, understanding different perspectives, styles, and what motivates the current workforce as it’s different from when I was a young professional.”

Today, her leadership prioritizes open communication and constructive feedback.  “I have been focused on rebalancing my ‘get things done’ upbringing with understanding how people receive and digest information, and how they can grow.”

Executive coaching has played a key role in refining Shapiro’s approach. “I worked with a coach for six months and it really helped me address blind spots and have the kinds of deeper conversations that catalyzed my growth.”

Coaching also taught her to embrace imperfection as part of the growth process. “As women, we often feel everything needs to be perfect before we act,” she observes. “But it’s about building momentum — get the first ball rolling and then the second and go from there.  You have to embrace the process or risk giving up too soon.”

“I have a lot more work to do as a leader. And we should always feel there is plenty of work ahead of us. Progress is a happy day.”

Empowering the Next Generation

Shapiro’s career in renewable energy is driven by a profound sense of purpose.

“Once I entered this space, it became clear I wasn’t here by accident. It truly aligns with my values.”  She continues, “I want to continue to work with solutions that create a better place for future generations.”

For Shapiro, collaboration and a shared sense of responsibility are key. “It’s about using my voice and building a network of collaboration that fosters the mentality of what we need to achieve. I will continue to lend my time, resources, and enthusiasm to others that are coming after, so that we keep moving the work forward.”

This focus on future impact naturally extends to her dedication to mentoring the next generation, especially empowering women in the workforce.

“I think an important legacy that we can all leave is to think about the younger generation—what they can learn from us and how we can be a helping hand to those that are just starting out.”

Shapiro acknowledges the unique challenges women face the higher they rise in leadership. “It requires sacrifices, and it’s not easy,” she notes, reflecting on her own struggles to balance work and motherhood.  “There were times I felt like I wasn’t excelling in either role, but learning to silence those doubts was key to moving forward.”

By creating opportunities and fostering collaboration, Shapiro hopes to inspire a new generation of leaders who besides being highly competent in their fields, are also compassionate and committed to making a difference. “The earlier one understands the interplay of these skills, the earlier they will feel successful,” she says.

Living a Life of Meaningful Connections and Experiences

Outside of work, Shapiro’s life is centered on family and meaningful experiences. “I’m all about experiences, not things,” she says. She loves traveling, cooking, and exploring different cultures, using these activities to broaden her perspective and that of her children.

“Living in another country taught me to see the world through different lenses,” she says. “It’s not always about right or wrong but about acknowledging diverse viewpoints and finding common grounds.” This philosophy shapes how she raises her children. “We travel to show them that the privileged world we live in is just one piece of a much larger puzzle.”

These values don’t just shape her family life — they fuel her commitment to creating a better future.  Whether it’s guiding her team or raising her children, Shapiro’s vision is clear: fostering excellence, empathy, collaboration, and a sense of responsibility to leave the world better for future generations.

By Jessica Robaire

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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 as 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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