Extraordinary Women on Boards (EWOB) is a private membership community for highly accomplished women who are experienced corporate board directors. Representing hundreds of public and private for-profit boards across a wide range of industries and sectors, EWOB members are focused on being excellent directors and making boards better. EWOB provides an innovative and trusted forum to learn peer-to-peer, develop relationships and access additional board opportunities.My co-founder, Lisa DeCarlo, and I founded in response to a need we heard repeatedly from the many women board directors they met: Amidst risk, disruption and the unrelenting pace of change, what can we do to stay relevant and cutting-edge in our knowledge and help our boards to be more forward-thinking? EWOB’s growth has been inspiring and completely organic.Members gather to share their collective wisdom and expertise and bring actionable insights, emerging best practices and smart questions back to their boardrooms. The community is known for its generosity, inclusivity, creativity, collaboration and for raising the influence and impact of women in the boardroom and in their portfolio lives.

Independent Board Trustee, Nom/Gov Committee Chair, for Lord Abbett's new Alternative Funds Business, which includes Private Credit Funds, Interval Funds, and BDC(s).

Japan's first female-founded, and first ESG-focused, global venture capital fund, aiming to revolutionize Japanʼs venture ecosystem via greater globalization, diversity, and innovation.

PennyMac Financial Services is a leading mortgage specialist focused on the production and servicing of U.S. mortgage loans and the management of investments related to the U.S. mortgage market.

After retiring from the Partnership in 2014, I was invited to stay at Goldman Sachs as an Advisory Director to leverage my expertise in digital strategy and marketing to help the Alumni Relations Office develop new ways to improve connectivity and engagement with the Goldman Sachs alumni population.

In early 2010 I asked the President of the firm for a new challenge, and was given a big one: to move to the Executive Office as Head of Brand Marketing & Digital Strategy amidst the financial crisis. Within two weeks of my starting in the role in April 2010, Goldman found itself uniquely in the spotlight, the focus of intensely negative media attention and regulatory scrutiny, with a brand now well recognized but little understood by the broader public. From crisis comes opportunity - this role enabled me and my team to become change agents, and help the firm navigate through one of the more fascinating brand case studies in recent times. All CMOs have had to adapt to the new world of digital and social media, and I earned recognition for, my expertise, vision, and results. The objective was to focus on the public, as well as other key stakeholders, and tell our own story and bring our B2B, largely institution-oriented business to life for individuals and communities.HIGHLIGHTSDelivered a communications vision that brought new transparency into the firm’s activities and its positive impact on the global economy, resulting in dramatically improved favorability toward the firm.Strengthened the broader relevance and relatability of the firm’s corporate brand through a research-driven, stakeholder-targeted, innovative content marketing, thought leadership, and media strategy focusing on explaining the who, what and why of our core businesses and client work, as well as our strategic philanthropic programs.Led and executed the firm’s first corporate image digital advertising campaign, Progress is Everyone’s Business, that won 36 advertising industry awards for its creativity and mini-documentary video storytelling and distribution.Set a digital/social strategy, including the award-winning redesign of the public website and the launch of the firm’s presence on various social media platforms, working closely with compliance and legal in a regulated industry.

At the end of 2005, senior management asked me to take on a significant new leadership challenge amidst the intensifying regulatory environment: to become the COO of the Global Compliance Division, with responsibilities later expanded to Legal and Internal Audit as well. I brought a revenue business approach to these “non-revenue” areas, ensuring they became as highly regarded for how well they ran as businesses, as they were for their deep subject-matter expertise. This was at the beginning of the financial crisis. Goldman Sachs became a Bank Holding Company, and these control functions were among the fastest growing areas of the firm and required a roll-up-the-sleeves focus on efficiency, creativity, technology, talent, and a global, business-enabling mindset. I managed 3 divisions with global scope, 1,300+ staff, and a multi-million dollar technology budget.HIGHLIGHTSBrought a vision and communications strategy to these divisions, creating forums for information-sharing and ideas, which empowered our teams; I represented the divisions in town halls and presentations globally, conveying the value and impact of these functions to our businesses.Identified strategies and analytics to enhance the early identification of risk and the application of risk management best practices across businesses and regions.Created and implemented training framework/program that achieved a sustained business-enabling mindset so that business leaders viewed and proactively sought out Compliance as a strategic partner in day to day and new business opportunities.Drove greater cost accountability and an improved dialogue with divisional CFOs, and saved millions of dollars by establishing a law firm relationship management program, redesigning the invoice management system, negotiating discounts and alternative fees, and streamlining operations.

My Japan expertise/language skills led me to Wall Street where, as a Japanese Equities Salesperson, I fell in love with the dynamism of the trading floor, the challenge of finding the value amidst the noise, and the opportunity to help institutional investors identify and evaluate investment ideas in difficult markets. I joined Goldman Sachs as an Associate, worked in the Equities Division for 11 years, both in NY and Tokyo, and ran global P&Ls, led sales teams, client relationships, and record transactions, grew market share and cross-selling, and strengthened and differentiated our franchise, ultimately as head of International Equities Sales & Trading. I was promoted to Partner in 2002, at one point was the only woman Partner in the Equities Division globally, and took seriously the opportunity to be a mentor and role model. My leadership responsibilities grew from 1995 to 2004 as follows:Associate, Japanese Equities Sales, New York (1995 – 1997)Manager and Desk Head / Vice President, Japanese Equities Desk, New York (1997 – 2000)Managing Director, Global Co-Head, Japanese Equities, Tokyo (2000 – 2002)Partner, Head of Global Equities Merchandising & Investor Marketing, New York (2002 – 2006)Partner, Head of International Equities Sales & Trading / Co-Head, US Shares Sales, New York (2004 – 2006)HIGHLIGHTSBrought vision and credibility to consolidate siloed regional desks into a new powerhouse International Equities unit in NY, growing marketing share and leveraging the global insights of Goldman Sachs to bring differentiated ideas and value to our institutional clients.Led execution of historic global IPOs, privatizations and secondary offerings for Japanese companies, including the record-breaking multi-billion dollar IPO of NTT Docomo.

The Global Equities Merchandising Team sat on the trading floor, ran the morning call, and worked closely with the Global Investment Research Division to help the sales and trading teams manage the "firehose" of research published every day and identify and bring focus to the most differentiated investment ideas.HIGHLIGHTS:Transformed Global Equities Merchandising into an innovative source of cross-cap-structure insights, and collaborated closely with Global Investment Research to better commercialize and distinguish Goldman Sachs analysts and their ideas in an ultra-competitive marketplace.Redesigned the firm’s Investor Marketing efforts to improve the allocation process for scarce valued resources to meet and manage client demand.

PerformLine is the industry’s leading marketing compliance company bringing SaaS automation and scale to companies looking to mitigate risk and ensure brand safety.

Brookfield Property Partners (NYSE: BPY; TSX: BPY.UN) is one of the world’s largest and most sophisticated owners, operators and investors in property. Landmark properties include Brookfield Place New York and Canary Wharf in London, and it is the largest office landlord (square feet) in lower Manhattan, downtown Los Angeles, Houston, Toronto, Calgary and Perth. Brookfield Property Partners is externally managed by Brookfield Asset Management (NYSE: BAM; TSX: BAM.A), a Canada-based global alternative asset manager with approximately $450 billion in assets under management.

Odyssey is millennials-focused media platform that crowdsources content from millennial thought leaders in their local communities, to share organically with their peers. In contrast to content dictated by algorithms and what's trending, Odyssey surfaces a rich and otherwise untapped diversity of stories and viewpoints to share on a global scale with an audience hungry for a variety of perspectives.Initially as Chief Marketing Officer and then as Advisor, I had a phenomenal experience working with Evan Burns, co-founder and CEO, and the amazing team at Odyssey. Immersed in an explosively growing startup, with millennial colleagues, and amidst a level of intensity that exceeded that of 20 years at Goldman Sachs, I learned so much that I could not have learned any other way. It was amazing context in which to contribute my experience and expertise, and find new challenges. While I was there, it was terrific to see Odyssey raise $25mn from prominent investor and visionary, Michael Lazerow. I'm very grateful to have had this opportunity, and the perspective it has given me is invaluable and differentiated.

I drove revenue growth of Barclays de Zoete Wedd's then small US-based Japanese Equities Sales franchise by leveraging my Japan business and language expertise to help mutual fund, pension fund and hedge fund portfolio managers understand and access Japanese companies, their managements, and market valuations. As a junior salesperson, I succeeded in a challenging and competitive environment to drive penetration of the research product, cold call and acquire new clients, and turn around underperforming client relationships.

I was recruited as part of Bertelsmann’s selective MBA graduate program to provide strategic support to President of BMG Direct. As a testament to the evolution/obsolescence of media types and business models, my job was to bring the very successful US music distribution business model, the “8 CDs for the Price of One, Nothing More to Buy Ever” music club, to the Japanese market. I also negotiated a JV with Blockbuster to create a Bertelsmann video club to compete with then-monopolist Columbia House.

I relocated from Fuji TV in Japan back to Fujisankei's overseas headquarters in NY in a business development role to identify US business opportunities and trends for Fujisankei’s 103 subsidiaries. I also conceived, secured the sponsor for, produced, and regularly appeared in "Ogenki Day!," a Japanese-language weekly TV program aimed at educating the Japanese residential/expat community in the tri-state area about healthy living topics.

I was selected for one of only 2 Fujisankei Group internships awarded to Japanese-speaking, Ivy League students. I worked at Fuji TV in Tokyo for a year and a half as production assistant to the award-winning edu-tainment game show “Naruhodo! The World,” and also as business development associate for an innovative weekly home shopping show that helped introduce and sell to the Japanese viewership new-to-Japan foreign products that had great stories.