Story 264

My experience is slightly different with Citi. Jane Fraser’s leadership stands out for her consistent commitment to advancing women in the workplace.

As CEO of Citigroup, she has championed initiatives that promote gender equity, including transparent pay practices and leadership development programs aimed at elevating female talent. Fraser leads by example, breaking barriers herself as one of the few women to head a major global bank, and fostering a culture where diverse perspectives are valued

Her approach goes beyond symbolic support, embedding measurable goals and accountability into the organization, which has helped create more meaningful opportunities for women to grow and lead.

Similar Posts

  • Story 246

    To Story 242, what you have written here is brave, and I want to honor that. But I also want to name what is living beneath the surface of this reflection, because you have already named it yourself, even if you pulled back from its full weight. Angela Davis said that “we have to talk…

  • Story 285

    It’s incredibly disheartening to read the many awful stories about Citi’s culture. Sadly, they’re true – it’s so bad it defies description. Like many have said before: why do we stay? In a difficult job market, we need the paycheck. And Citi seems to have figured out that if it pays well enough, we convince…

  • Story 228

    *This story has been edited. See below for detail. My story involves one of Wall Street’s most powerful lobbying organizations in Washington, Investment Company Institute and its CEO Eric Pan. Pan is known to act out towards his staff and really can’t handle strong women who disagree with him. Sometimes his behavior goes farther. A…

  • Story 323

    80% Done. Just Missing the Lines of Defense Structure. Citi’s Consent Order began in 2020. By the bank’s own account, remediation is near complete. A Data Risk function in the second line of defense — the independent oversight layer whose entire purpose is to challenge and govern data risk taken by the business — did…

  • Story 183

    1/2 I worked for a senior executive in technology for one large back in late 2000s- as his right hand management consultant – driving strategy, managing and rescuing all his failing programs being available all the time. One day he asked me to suck his p*nis while we were working on a board presentation. I…

  • Story 116

    I have ten years of tenure with the organization, during which I demonstrated consistent performance and career progression, earning promotions approximately every two to three years as my scope of responsibility expanded. Throughout this time, I was viewed as a strong contributor and collaborative partner, with a track record of adapting to evolving business needs….