Erin McGee, Management Consultant

Hi, Erin! Thank you for doing this! Let’s start by having you describe what you do. 

I’m a management consultant which for me means that I work closely with the C-suite of Fortune 1000 companies. I do a lot of work with Chief Financial Officers and finance leads. My primary objective is helping with cost take-out. That is inclusive of headcount reduction, future-proofing technological capabilities and redesigned processes. For example, it might entail going in and working with several people who work with the CFO to conduct an assessment of what may be redundant and areas where technology might provide unseen business advantages. As a result, I might suggest a redesign of accounts receivable amongst a set of other recommendations. The CFO would then indicate which of those recommendations they’re interested in, and then we implement it. 

Do you like what you’re doing? 

In consulting, the work will be one of three things: people, technology, or process. I like the process and technology parts. Those are the spaces for me where I can really step into the work — I just get it. Where I waver and have to confront my views on capitalism is the people part, and implementing recommendations such as reducing staff by half. In my last project, I reduced four jobs that were moving to China. You could say “Well, it’s only four.” But I had to talk to those people every day. It doesn’t feel great. 

What would you say is your favorite part of what you do? 

I really enjoy the people I get to work with. We have a lot of fun. I’ve worked with this set of coworkers for six and a half years. With that group of people, I do feel that I can be my authentic self at work and all of the things that come along with that, which I think is rare. 

Can you describe your career path? 

In undergrad, I was a business major, and I got my master’s degree in accounting. I’m a CPA (certified public accountant) and I started my career at Ernst and Young doing tax accounting. After two years, I wanted to do something different, and consulting allows you to do something new all the time. A friend of mine worked at a boutique consulting company and so I started working there. I loved it — I loved that it was smaller, and I loved that it was something different every day. Eventually that company was bought out by the company I’m at now. 

What do you think are the necessary conditions for feeling fulfilled and being yourself at work?

It takes time. You have to get to know and trust leadership. For example, the people I’ve been working with, we used to get into arguments related to diversity and inclusion (D&I) — things like what it means to have privilege. When I would have my end-of-year review, they would give me a glowing report. They would say “Erin really pushed the needle on this and helped us understand this issue.” Knowing that they support me means a lot. In this new company, I know that these four guys can block and tackle for me if someone doesn’t value D&I work or my bringing it up. They’ll allow me to grow in my role and contribute towards interesting and rewarding projects. 

How do you apply D&I to the work that you do?

It’s done more internally. In consulting, we have client work and internal initiatives. On the internal side, I try to do a lot of D&I related to recruitment, retention, and promotion. I’m the recruitment chair for New York University. I do things like identify student groups, or implement blind interviews for prospective hires. For retention, I organize working groups, lunch and learns, and cultural celebrations to learn more about our colleagues’ and their backgrounds. We’ll do Diwali soon, and Passover and Hanukkah. I think it’s interesting and creates safe spaces for people to talk about who they are. 

What about on the client side? How do you apply D&I to that part of the work? 

It’s really hard. A colleague of mine has dealt with situations where a client wants to cut senior leadership, many of whom are people of color and replace them with new leaders, all of whom are white men. To persuade executives away from doing that, she’ll present the legal risks — that replacing senior employees of color plays into potential accusations of ageism, or racism. She would highlight all of the institutional knowledge those senior-level individuals will take with them. Ultimately they’re a client, though, so if they aren’t into a more D&I aligned recommendation, there isn’t much that we can do.  

What else do you do to feel fulfilled?

I used to play rugby, but now I’m too broken. (laughs) I do a lot of reading. I hang out with my boyfriend and we’ll read books together. I’m in the process of trying to buy a condo so that’s taking up time. I love going to museums, and working out. I’m hoping to learn how to cook soon. I also love to travel, I just got back from a 2 week trip to Japan. That’s what I do with my spare time. 

What are you excited about for the future? 

I’m excited to have more control over my career. I think in the next few years, doors will open up and I will eventually make the pivot out of consulting and into whatever my next move may be.  I’ve thought about going to a tech startup. I’m also very interested in big data and continue to toy with the idea of going back to school to become a data scientist. And, also, just elevating my personal life — being a homeowner, getting engaged, continuing to grow my relationships with friends, being close to family. I feel like my life sounds boring (laughs), but that’s really what I’m looking forward to.

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Lena Levy, Pharmaceutical Business Strategist

Hi, Lena! How would you describe what you do for those who are unfamiliar with your industry? 

I work for Merck and Company. Merck is a pharmaceutical company, and we make life-saving medicines for patients globally. Within Merck, I work as a director in the company’s Corporate Strategy Office. I work on critical cross-functional enterprise projects that fuel the growth of the company. 

What brought you to pharmaceuticals?

I was really drawn specifically to Merck as a pharmaceutical company because patients are at the core of everything they do. Whether it’s the scientists in the lab discovering new medicines or our doctors teaching healthcare professionals about the benefits of a new product — patients come first. We’ve been able to do a lot for the world, from launching the first Ebola vaccine to creating life-saving cancer and HIV medicines. And sometimes we fail, meaning that not every product that we discover will go to market. For example, we had an Alzheimer’s disease medicine that was in a Phase III trial and despite all of the time and money put into that product over the years, ultimately it failed. But I’m proud that my company will always tackle the hardest problems, such as neurological diseases, to solve in medicine and that we will keep trying until we get it right. There are few other industries where you can say that what you do saves lives. 

Functionally, what do you like most about what you do? 

I like that I get to work across the enterprise. I work with every part of the organization and have developed a deep understanding of the inner workings of the company. When you consider medicines being administered to patients, you don’t think about all of the hard work that went into getting that medicine into the hands of a healthcare professional. I have the opportunity to work with scientists in the lab, with engineers in our product manufacturing plants, and with marketing and sales professionals who come in contact with our patients, physicians, and health care providers. So I get a great understanding of how it all comes together. And that’s what I love about what I do. 

How is having a global understanding of the organization helpful?

I have to be an impartial party and think about what is in the best interest of Merck, and how the business can grow. We have to touch as many lives as possible, so I need to know the core, inner workings of the entire company to craft the best strategies and execute critical projects. The Corporate Strategy Office helps our Board and Executive Committee make the best decisions to place Merck in a position of strength for today and tomorrow. 

What allows you to do what you do well? 

I’m really good at adapting to my environment. Before I came into Merck, I had no pharmaceutical experience and I knew that it would be a challenge. So many people have been at Merck for decades, however I knew that I could come in and really learn from their experience. As an example, I never had an appreciation for the complexities of the regulatory process for pharmaceutical products. We are regulated by the Food and Drug Administration in the United States, and by other regulatory agencies outside of the U.S. However, I have been able to sit and understand the full product life cycle from pre-discovery through to market launch and have a greater appreciation for what different parts of Merck do. So I listen and adapt to my environment which has set me apart from others. 

Can you share a moment you have experienced in your career that was especially meaningful?

I would say the period when I worked at Deloitte was a defining one in my life. I wouldn’t be as successful in the workplace without the foundation and teachings Deloitte gave me. I would definitely say that I learned how to be in the corporate world, and how to do that fairly adeptly. There was a moment when I was at Deloitte that comes to mind, specifically. I started in the federal practice, which made sense. I had a public policy degree, and was working in Washington, D.C. I was able to get on a project that had a commercial partner who saw a lot of potential in me, and we discussed the idea of me switching to the commercial practice. Typically, most practitioners in the commercial practice had an MBA and I didn’t  have one. I was placed on a commercial financial services project and set out to prove myself. Eventually, I presented a business case to the head of the commercial practice on why I should have the opportunity to join Deloitte commercial. 

I didn’t know of anyone else who switched from federal to commercial, because it was assumed that if you didn’t have an MBA, you would not be able to do the work well. After presenting my business case, I was allowed to switch to the commercial practice, continued to be a high-performer and took on a national leadership role. This experience made me realize that my degrees and diplomas aren’t what make me good at my job. It’s me. 

Have you had any mentors? 

I have mentors and people I can go to for advice. They don’t typically look like me so they can’t fully comprehend what I deal with in the workplace, though they can still provide guidance and advice. 

I have a high degree of admirability for Merck’s CEO Ken Frazier, particularly how he’s shaped his life. He’s an African American CEO of a Fortune 500 company — actually, a Fortune 50 company. He’s the grandson of a slave and his father was a janitor. He’s faced a lot of obstacles in his life and he shares those moments publicly, which I appreciate. It makes me proud to work for the company. He also has very high standards, because he has probably always had to be perfect. He doesn’t know me, but I really admire him. 

I think my perception of Mr. Frazier was further solidified when he stepped down from Trump’s manufacturing council after the Charlottesville incident. He discussed that decision at Merck as a matter of conscience, not business. Once it was announced, other CEOs expressed that they would have wanted a head’s up that he was going to step off the council. Mr. Frazier said, “Why would you need a head’s up? This decision was mine.” And ultimately, I think he was able to make that decision as a matter of conscience because he is a person of color. So often in the workplace, people of color have to hide who they are. When he had a moment to show himself, he demonstrated a level of integrity which I think is telling of who he really is. 

How would you recommend identifying potential resources and supports? 

I think it’s hard because I don’t believe in formal mentorships. It’s hard for it to be genuine if you’re just paired up with someone by the company. I wish I could say there’s some prescriptive method, and here’s how you do it.

I would say be genuine to yourself and you will naturally find people you’re drawn to and who are drawn to you. At the same time, you have to network and through that networking within your company you can find a relationship that might be able to build toward a mentor-like relationship. That person has to be willing to invest in you, to get to know you, to know your character. So instead of finding a mentor, find a deliberate network and identify who in your web you can work with. Send a note introducing yourself, and ask that person to coffee. And when you do, have something you specifically want to talk about. You can say “Here’s who I am, I know you’ve done this project or had this accomplishment…” Be thoughtful.

Do you have any useful advice you’d like to share that has been helpful in your professional space? 

It may be negative, but hard work doesn’t always pay off, and you shouldn’t be disappointed by that. Don’t let it knock you down. You will have situations where you’ve worked really hard and everyone loves you, and you still don’t get the results you want, or the recognition from leadership. You may think it’s you, or that you could have done something differently, but never stop being who you are.

While I’ve learned that I have to work very hard just to be in the running, one thing that can make a significant difference is learning who the decision-makers are in your organization. Who are the influencers? Who do you need on your side? If you’re not aware of those dynamics, you may just remain a hard worker that doesn’t progress. I wish I had known that a lot sooner, because I truly thought if I worked hard, I would get results. But this isn’t college. It’s not a test. The corporate world doesn’t work that way. 

What are you most excited about? 

I’m excited about my professional future just in general. I’ve learned a lot along the way, and I’ve gained a lot of really great tools. I realize that I am actually pretty smart, and it took a long time to feel that way. I felt insecure because I didn’t have an MBA. In college, I majored in international studies with a focus on public policy, so I thought I didn’t belong in the business world. I can say now that not only do I belong in this world, but I’m mastering it. So, honestly, I’m really looking forward to being the CEO of a Fortune 500 company someday. That’s my aspiration. And if I’m not, I know that I’ll be on the executive committee or a senior vice president somewhere, and I’ll work hard to get there. I believe in my own capability and have stopped doubting myself. 

Is there anything we missed or didn’t discuss that you would want to impart on someone seeking to move into the corporate world?

I would just offer that when you enter a workplace, be humble, and be willing to learn from others. I say this because I’ve noticed a generational mindset shift where the moment someone in their first year of working sets foot in the office, they think they should be leading meetings. They feel entitled to meet executives. And if they don’t get to do those things, they’re dissatisfied or unhappy. When I first started, I had to learn to print and staple documents for clients. I was reading through PowerPoint presentations to make sure the page numbers were correct. And guess what? That experience actually serves me today. Today, I’m reviewing those decks but now they’re going to the board, and the CEO. The same skills I learned when I was 21 years old, and I’m still putting them to use today. Be willing to take on any tasks no matter how menial or trivial. You’ll look back and be grateful for those experiences.

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Dana Bernard, Financial Services Professional

Hi, Dana! So tell me, what do you do?

I am a Product Marketing Manager for banking products for the underbanked or new to banking in the United States. At Citi, I am a part of the Inclusive Finance team, a division of the bank that integrates existing financial service products to emerging consumers — people who are new to banking and financial services in the United States. In many cases, they are also LMI [low to middle income], people of color, and newly arrived refugees looking to establish themselves in a new country. 

How did you get into this work?

Only recently have I been able to connect the paths that have brought me here today. Looking back on my policy and government experience, I was always focused on the economic inclusion of communities of color who are continually left out of the financial success experienced by their white peers. In my current role at Citi, my team functions as an internal consultant group to our businesses, to develop and reposition products to customers who would otherwise be unable to access Citi’s products.  

Can you describe a bit more about the demographic your work focuses on?

Often, they’re new to the US, so they are unsure who to integrate into financial services in this country. Other times, they are consumers that are using alternative payday lenders and through partnerships with smaller financial institutions, my team is able to bundle products with financial education and technology solutions. Seventeen percent of African American households are unbanked, meaning they don’t have any type of deposit account or relationship with a financial institution. Seventeen percent is a significant portion, especially considering how many millennials are entering their prime earning years. 

The challenge is even more daunting for those that are just settling in the US and don’t understand our credit system or the behaviors that are required of it. In some countries, financial institutions are only for the wealthy, land-owning families, and entering a bank branch is not something one does on their own. That lack of knowledge and the long-term financial costs associated with paying more for basic services, rent, or even as you seek employment is detrimental. African Americans have been intentionally left out, treated poorly, and written off throughout our nation’s economic history, so it’s not lost on me that many communities have intentionally removed themselves from the system due to distrust or poor experiences.  

Why is it important to be part of formal financial structures? 

By not having a deposit account and therefore not having credit history, you actually pay more for things such as security deposits for rentals, insurance, credit, etc. Credit can be a part of paying more for daily goods and services, and with poor credit, those opportunities may not be available to you. A familiar example to most is when you are looking for an apartment and the landlord will pull your credit. If your credit isn’t good, you have to put more money down or your application might even be denied. Having a financial profile matters — it's up to you to leverage it to your advantage and that is not necessarily done by having large balances. On-time payments prevent fees and boost your credit score.   

One of the programs I am working on now is a credit awareness and education program in partnership with workforce development organizations across the country. Citi and our nonprofit partner offer savings loans and secured card products. By partnering with trusted organizations whose customers are seeking employment, we can leverage our relationship with a credit bureau to provide credit scores, monitoring, and coaching.  

Why is this work personally significant to you?

Researchers estimate you spend one-third of your lifetime working. Melinda Gates said, “When we invest in women and girls, we are investing in the people who invest in everyone else.”  Women invest 90 percent of their income back into their household and community. That resonated with me, because I know as a black woman that I see this all around me. It just makes sense to support those that have supported me.

Professionally, I have grasped onto the product management exposure and development that I have gained at Citi. I’m excited to watch the industry evolve — digital payments are experiencing so much growth and disruption right now.

What other programs do you all develop that you’re excited about?

My team manages a proprietary technology program for use by municipalities and public school districts to manage a youth savings program. These programs are universal or “opt-out” meaning entire kindergarten classes are enrolled in the program by the city each year. Currently, the City and County of San Francisco uses this platform for the Kindergarten to College program. Every year, San Francisco’s new kindergarten class enrolls approximately 5,000 students in the program which combines a product and platform to allow the city to oversee the funds students and their families save towards post-secondary goals. The product itself is a beneficiary product, so it’s held by the city on behalf of the students. The product is unique because since it’s held by the city, there is no reporting, and the city is then in turn able to provide matching funds to the students as they save.  

The program has over 50,000 kids in it so far. It’s especially meaningful because San Francisco has significant income gaps with many of the wealthiest households commuting into the city to work and then living well outside of the city, leaving the most vulnerable behind. Saving for a kindergartner is an excellent way for families to learn how to navigate banking in the US and an opportunity for teachers and students to learn about saving.

How does equity and inclusion look in the banking sector?

Banking continues to be a very traditional, hierarchical legacy institution. Several of my colleagues have been with our employer for over 20 years and often with Citi as their first and only employer over their entire career. That’s a stark contrast to my generation which cannot rely on a single employer to provide the growth and financial returns that were once given to previous generations of middle-class employees. This gap is one of the most pressing challenges I experience in my daily interactions, although it does depend on which portion of the industry you are working in. Today’s workforce spans about five to six different generational segments.

What part of your job gives you the most gratification?

I manage an ATM initiative that was developed to allow the customers of diverse institutions — banks and credit unions owned by and serving the Asian, Hispanic, or Black communities — to access cash through branch ATMs without a fee. It’s gratifying because the number of Black banks and other minority-owned banks is dwindling quickly. So much attention is paid to identifying deposit streams for these institutions, but they really need infrastructure. Another issue that  has emerged during my discussions with these institutions is cybersecurity and how susceptible smaller institutions are as they try to keep pace with sophisticated technology. These are the challenges that I think about and work to share Citi’s expertise as vulnerabilities like this are more than enough to take a less resourced bank down. I’ve always felt that trying to solve some of these harder infrastructure challenges is more interesting and one of the more fulfilling parts of the job. Solving real problems will always require you to work harder and think smarter.  

What aspirations do you have for yourself?

I’m realizing how smart and capable I am. Everyone thinks they can do a lot of different things, and that they should be out front promoting themselves.  When I think about where I want to be in forty years, I want to make sure I have actually accomplished what I have set out to do and that is what reassures my steps every single day. Right now, I am working on tackling my imposter syndrome. That’s my biggest challenge for today and something I hear all of my peers tackling as well. Let’s check in again in five years and see where I am!

Ha — will do. Wonderful. Thanks, Dana!

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