The Value of Visibility and Voice for Women in Finance Careers

# Women in NeuGroup

# People and Talent

Treasury leaders from Women in NeuGroup shared experiences and insights on navigating career growth, leadership and balance in finance.

Self-awareness, strategic risk-taking and support networks are critical components for women building careers in treasury and other corporate finance functions. That insight and others surfaced during a session on professional journeys at the most recent meeting of Women in NeuGroup (WiNG) at Intuit’s headquarters in Mountain View, California. The gathering, led by NeuGroup’s Julie Zawacki-Lucci , was sponsored by CNote and R. Seelaus & Co . Their respective leaders, Cat Berman and Annie Seelaus , contributed to a high-energy meeting where members also discussed the challenges of doing more with less (think automation, AI and offshoring) and other topical and perennial issues. Below are 10 quick key takeaways (KTAs) from the career session, followed by a deeper dive.

Say yes before you feel ready.

Build relationships, not just resumes.

Advocate for yourself—and help others do the same.

Get visible before you ask to be promoted.

Authenticity creates influence—your voice matters.

Define success on your own terms, especially when balancing work and family.

Results build credibility; curiosity builds visibility.

Mentorship—formal or informal—accelerates growth.

Diversity and empathy strengthen leadership.

Take risks, advocate for yourself and help others find their voices too.

Owning your story and speaking up. One member from Peru started at a distribution company before moving into treasury consulting and later joining a pharma company, where she spent nearly two decades. In 2012, she almost left to balance work and family life. The company’s CFO—impressed by her honesty—implemented flexible work arrangements after hearing her story. “She gave me my voice,” the participant said. “Now I have to do the same for others.”

Another panelist, born in Japan, spoke about her tendency to please and overcommit. Her turning point came when peers nominated her—unexpectedly—for a leadership role at a tax officers’ conference. “If you want to get someplace, it starts with yourself,” she reflected. “You have to self-promote; then they’ll recognize you.”

KTA: Authenticity and visibility go hand in hand. Speaking up about your needs and values can open doors not just for yourself, but for others who follow.

Balancing ambition and life. One participant, an engineer from India, shared how her career at a tech mega-cap spanned 25 years before she took a risk to join a startup after her children were grown. Early in her career, she turned down a leadership opportunity that required early hours incompatible with childcare. Instead of penalizing her, her boss asked what she needed to succeed and helped her craft a flexible schedule. “Even if my boss was sitting next to me, I’d grab my bag and leave at 3 p.m,” she said.

KTA: Career growth isn’t about rigid planning—it’s about knowing your priorities and asking for what helps you thrive.

Credibility, visibility and the power of delivery. When discussing how to build credibility, the consensus was clear: results speak louder than anything. One leader described how she overcame resistance to new systems by simply delivering on her promises—lobbying for funding, influencing stakeholders and ensuring success through persistence.

Another participant emphasized intentional career planning through cross-functional experiences. By raising her hand for stretch roles, she gained exposure to executives and was later tapped to fill in for investor relations during a major acquisition. When her mentors left the company, she used her performance review to make her own business case for promotion—backed by measurable impact and a clear personal brand.

KTA (offered by a fellow panelist): “Find a project that allows you to shine. Learn it inside out so when you speak to leadership, you speak with confidence.”

Moments that shape a career. Several members pointed to mentorship and curiosity as pivotal forces. One recalled reaching out to a senior colleague for guidance while on a project overseas—an exchange that led to a certification, a relocation and a major career boost. “Visibility comes from curiosity,” she said. “Ask questions, even if you think you shouldn’t.”

Another reflected on learning to “manage ego” after being thrown into treasury operations without experience. “Everyone is behind you until you fail,” she said. “You have to learn what to share, who to partner with and how to stay steady.”

Immigrants with empathy and adaptability. The panelists, all immigrants, agreed their international backgrounds helped shape inclusive leadership styles. One noted that learning English slang and navigating hierarchy differences taught her empathy. “You have to understand culture to understand your team,” she said. Another emphasized investing time to educate and empower global teams—informal mentorships that build trust and engagement.

A participant whose diverse team spans continents said she fosters inclusion by ensuring everyone feels comfortable speaking up. “Every person has something of value to add,” she said. “Creating that space is leadership.”

Resilience and reputation. Panelists also discussed the importance of thick skin in male-dominated environments. “You’ll be called too bold or too direct,” one said. “At some point, you have to take a stance and be okay not pleasing everyone.”

Another added that talking openly about these challenges helps. “Leaders must model balance,” she said. “If we don’t use flexible policies or take time off, others won’t.”

Finding and building your network. When asked about mentors, several participants agreed that formal programs often fell short. Instead, genuine connections—built through openness, curiosity and consistent delivery—proved most valuable. “People trust you when they see you do the work,” one member noted. “Then they advocate for you when you’re not in the room.” Final insight: Be proactive in seeking feedback, asking for help, and saying yes before you feel ready. As one participant put it, “If you don’t try, you’ll never get there. Men apply for jobs two levels up. We should too.”