“Generally working at Slate, I’ve found that the greatest challenge and reward is that no two days are ever the same, making it impossible to predict what any given day will have in store. This is a reflection of the entrepreneurial spirit at Slate—there’s always something to action, improve, create, or analyze, which in turn allows me to stay challenged and engaged in my role.”
Tell us about your role at Slate Asset Management.
I joined Slate in 2019 as the U.S. Office Manager. Almost immediately, I began to take on projects that significantly shaped how we recruit, retain, and grow our human capital. As time progressed, I was pleased to find that the progression of my role happened more organically than I could have anticipated, and, in 2020, I was promoted to Director of Human Resources and Operations. Human Resources was becoming an increasingly critical function at that time, and I was able to build up an HR department that would best serve our growing global team.
My responsibilities include overseeing and evaluating our corporate and personnel policies, hiring processes, salary administration and total compensation analysis, as well as completing compliance audits and benefits administration and analysis. In addition to my analysis-based tasks, I also serve as a mediator between employee expectations and needs and Slate’s core business needs.
How would you describe your management style?
I am a big advocate for collaboration. I think it promotes a cycle of learning from others and diversity of thought, which in turn, produces better work product. I believe a team is more successful if all members hold equally meaningful roles, even in instances where this isn’t necessarily the set team structure. No one at Slate is bigger than the team, and I like to practice this by being involved in both macro and micro level tasks. Some days I can be found on HR strategy calls with our Partners, and others I may be editing small details on a piece of internal communication or collateral. However, I try to refrain from micromanaging my team unless I need to help them identify particular strengths or areas of improvement.
Much of my management style is informed by the time I spent as a teacher before I joined Slate—I aim to help my teammates grow professionally, and I try to achieve this by creating space for freedom and feedback.
What is the culture like at Slate, and how does Human Resources fit into that?
We strive to foster a culture that encourages team members at all levels to contribute and challenge themselves, while also celebrating their efforts and achievements. This value is modeled from the top down; our Partners are all very hands-on, working with employees of all ranks and investing in mentorship to develop a team of innovative and entrepreneurial future leaders. We also recognize that people have a life and purpose outside of work, and part of my role is to help our employees reach their highest potential at Slate while ensuring they have support and flexibility to feel fulfilled outside of the office.
Despite Slate’s immense growth, we have maintained a strong cultural foundation; it’s now my job to carry the baton and ensure it stays this way. In a sense, I manage the end-to-end culture at Slate: overseeing the interview process by training hiring managers and interviewing candidates myself and maintaining the corporate foundation that attracts and retains talent.
How do you ensure your employees are feeling engaged and energized in their roles?
It’s important that people understand what we’re working towards and see the role they play in our collective goals and achievements as a firm. We aim to empower everyone – from the lowest to highest ranking employee – to find value and opportunity at Slate, and we communicate with our team to ensure each individual feels like they’ve made an impact here. Another critical component of our employee engagement is our effort to increase opportunities for feedback. We now actively assess employee sentiment through formal and informal streams such as our annual Slate People Survey and different employee engagement polls throughout the year.
We’ve also seen how energy and enthusiasm builds when team members have strong ties to each other, so we really prioritize giving our teams opportunities to bond in and out of the office. We host frequent team-building and social events across our offices, ranging from charitable outings to social events. And to ensure employees can recharge, we also provide support for work-life balance through unlimited vacation time and market-leading benefits.
What are the most challenging and rewarding aspects of your role?
Specific to my role, one of my greatest challenges is balancing the priorities of the employees against that of the company, ensuring all needs are met.
Generally working at Slate, I’ve found that the greatest challenge and reward is that no two days are ever the same, making it impossible to predict what any given day will have in store. This is a reflection of the entrepreneurial spirit at Slate—there’s always something to action, improve, create, or analyze, which in turn allows me to stay challenged and engaged in my role.
What do you do to maintain a healthy work/life balance?
I just had my second baby and am currently in “Mom Mode”, so I’m striving to find moments of balance for myself. Spending time with my kids makes me the happiest – together, we explore museums and go to live concerts, ensuring the experience of art and expression is a big part of all our lives. In between time spent with my family, I try to find time for my personal hobbies. I enjoy finding vintage items like clothing and furniture, and I love working out—my favorites at the moment are running, swimming, and biking.