I graduated in the financial crisis of 2009. It was not an ideal time to be looking for a job, especially. I majored in economics at the University of Wisconsin and wanted to work in some type of financial role. Obviously, most banks and financial firms were at hiring freeze. I was still trying to figure out what I was going to do. Then I went on a postgraduate business program in London. I wanted to work in finance. I went on to get a chance and do something unique and different. I went on a program called Mountbatten, which is for individuals who have graduated from universities and are looking for a combination of full-time work, but also study while over there. So I worked for a New York-based brokerage firm called Cantor Fitzgerald. They are rather large broker-dealer here in the U. S. and at the same time took international business graduate courses. Over there, I actually worked in corporate finance, which was a very helpful thing for me to see what that looked like in terms of all the different types of finance you could be in. I loved it, but it was kind of like the same type of thing every single day that I was working on a lot of currency trading. I came back to New York and then went up to financial institutions networking, ending up at J. P. Morgan in an associate program. An analyst program there first within the commercial bank. I worked with midsize corporations on their cash management and with the investment bankers and such. It was a great experience. I was very young and I was able to go to client meetings and do all these things that not everyone is able to do. I did that for a couple of years and then wanted to take advantage of interim mobility and moved over to the private banker J. P. Morgan, where I went through the associate program there, partnering with a senior adviser working with high net worth individuals, families, opponents, foundations. Telling them to invest, lend, loan, lend money, borrow money, estate planning all of these different things and in helping them with their financial life. Working on that it was a great experience and stayed there until I was actually looking at my own client book. And I had worked with a lot of women, and I saw really the issue that women weren't getting invested in. I'm lucky enough to have seen my current CEO now speak at multiple events in New York City. I started a wealth management firm for women but actually hadn't started a high net worth business and it was really by chance I saw that they wanted to hire an adviser in high net worth at Ellevest. So I came over actually like the first advisor for Ellevest. And you know what I think about it? I wouldn't be here today if I weren't working a J. P. Morgan, but really being able to see the issues that women weren't being served, meeting women who just weren't investing needs. Most powerful women in this country who are just sitting on millions of dollars of cash. Really was able to see you know why I kind of wanted to go in to help early mission-driven investment firm rather than big bank thing. It was great. Have that Step one is the tool of someone with no place that gives you a lot of training and experience, and I was able to really bring that to my little on basic shape are offering in a way that made the most sense for us.

No two days are the same for me, which I like. My responsibilities are managing my current clients. So for an instance of times like one in a lot of market volatility, I have to call my clients, talk to them about the markets, reassure them about their strategy. It's my job to find new clients so I'm constantly meeting many people and networking and such. And then when those clients want to have a discussion about business or prospect clients want to have a discussion about becoming clients, I'm also working with them on what's the strategy? we should put together? What type of investments should you be investing in? How can we be the most tax-efficient as possible? How can we bring the most impact to you as possible? Because we do a lot of activity investing and so a lot of it also brings finding what's your mission statement, what do you care about? We should be putting together many portfolios. On average, I travel quite a bit. I travel every week. This week I was in Washington, D. C. Last week I was in LA. I probably spend 2 to 3 days a week in the office and the other two to meet clients or hosting events. I very rarely work from home because I like to be in the office and like to interact with my colleagues and such. I have analysts and associates, who sit in the New York office doing pitchbooks for me holding my accounts. It's always great to see them and actually work with them on that. But I'm lucky that I get to travel across the country meeting different people and spending my time in the office to do my real work.

We're doing a lot of work in Excel. We use range planning tools quite often than thinking about that. Our system is algorithm-based, so I don't actually build those. We have a team of engineers and such here who really work with our chief investment officer to build out those. A lot of what we use is Excel-based. Building out people's financial plans within that. You're taking someone's statement and mapping it to their current investment allocation is today and what we want it to be and all these different types of things. There are people my company who use more of the core, like engineering systems and such because they're building it out. We don't have to do that. Frankly, we do a lot through SalesForce and such a tool to send emails, to do all these things and then just a lot of basic kind of like wealth management types of tools. In Bloomberg, we use Thompson Reuters, but you don't have like these types of basic financial tools that any management firm would use.