If you want to promote women, make sure they are seen and heard – often
Advocating for women—within financial services, in the wider legal industry, and beyond—has been one of the chief drivers of my career. Over the years, I have learned that the most effective way to champion women is by enhancing their visibility. I firmly believe that women must be seen and heard. In the professional context, profile is everything—it opens doors, expands networks, accelerates career advancement. To that end, I work hard to ensure that women have access to the kind of experiences and opportunities that provide exposure, build confidence and showcase the value they bring to decision-making spaces.
Within financial services, I have channeled much of my advocacy towards the exchange-traded funds (ETF) sector. I am emeritus director and a former board member of “Women in ETFs,” a nonprofit that provides professional development, speaking and networking opportunities to women. I also founded Cornell Law School’s first alumnae network, formerly the Mary Kennedy Brown Society, which fosters professional development and mentoring relationships among alumnae and former faculty of Cornell Law. Within Dechert, too, I have been active in the firm’s award-winning Global Women’s Initiative, a program designed to help women advance and prepare them for leadership within the firm.
What these groups and organizations share is something I believe to be key to women’s success: the idea of community. Forging a community of talented women who share ideas and support each other allows all those involved to achieve more than they would have by going it alone. Collaboration powers innovation, success and personal growth; the more diversity we cultivate, after all—in ideas, perspectives and representation—the better the results for all.
A second pillar to female advancement is mentorship. I mentor women constantly—clients and others in the industry, and those around me at Dechert. My belief in the value of mentorship is deeply personal: my success would not have been possible without the support of mentors who guided me early in my career. Their introductions were critical in providing me with the visibility and support among clients that were integral to my success when entering innovative new fields in my practice.
Today, I am fortunate to be in a position to give back. Finding opportunities for others includes asking junior colleagues to accompany me on pitches or networking engagements—and ensuring they get the chance to contribute meaningfully. I never go on a pitch alone; I always bring a team—and I often bring women to help raise their profile and provide them with an opportunity or a learning experience. Giving someone the chance to speak publicly, share an idea or lead a presentation can be transformative—even if the first attempt isn’t perfect. Advocacy, to me, is the art of empowering people to seize opportunities—even in the face of potential failure. Fundamentally, it’s about giving people the tools, visibility and confidence to thrive.
