Emmy Lambert

Account Executive, CapFlow Funding Group

Biography:

Emmy Lambert joined CapFlow Funding Group, located in Rutherford, NJ, as an account executive in May 2013. In this diverse role, Emmy’s many responsibilities include establishing and growing client relation- ships, structuring transactions, and funding invoices and purchase orders. Her knowledge and understanding of how the business operates provides her the ability to develop strategies and then execute both

thoughtfully and effectively throughout the life cycle of a client relationship. During her tenure at CapFlow, Emmy has been instrumental in the growth of several of the company’s most successful clients. Furthermore, she has been key in developing strong and productive relationships with CapFlow capital partners. Prior to her experience in the commercial finance industry, Emmy worked at Morgan Stanley where she served on the Distressed Debt Analytics Desk. Emmy received her MBA in Corporate Finance in 2006. Prior to that she held various positions in the financial and sales divisions of the Estee Lauder Companies in New York City. Originally from Long Island, she lived in New York City for ten years before recently settling in Morristown, NJ where she currently resides with her husband Tom son Bridger, and dog Rhonda.

What advice would you offer to women just starting out in the industry?

Learn all aspects of the business, not just what you were hired to do. Always offer any downtime to indulge in projects rooted in departments outside your own. Do not give off the “that’s not in my job description” attitude. Go so far as to take on some tasks you may feel are below your level of expertise and own them; someone is likely watching you now presenting yourself as a team player and someone who sees the big picture. How you handle these tasks will separate you from the masses and give you an edge; your efforts will not go unnoticed. Always remember that there is a big difference between having some value and having added value.

What do you know now that you wish you knew in the beginning of your career?

That it’s OK to not be all-knowing! When you are young and just starting out, you may put an enormous amount of pressure on yourself. Believe me, your employer is aware you don’t have the experience of your more senior associates and is not expecting you to be able to competently apply previously learned theories out of the gate. You’re expected to bring your best you and you will soon discover strengths you never knew you had. Furthermore, that asking the right questions is a skill, not a weakness. People will notice your interest and it will encourage them to share their knowledge. Knowledge is POWER. Keep an open mind and remember every day presents a learning experience.

What kind of role has mentoring and/or sponsorship played in your career?

Huge. I know that, if it weren’t for a select group of people who believed in me early on, I wouldn’t be where I am today. I started out of business school with my tenure at Morgan Stanley where I had the honor of working with a very supportive team. From other analysts to my boss, I knew I had a group of people behind me who wanted to cultivate my growth and success. Not only did I gain a ton of confidence and amass a great deal of knowledge from them, they are people I’m still great friends with today. Additionally, I’d be remiss not to mention the networking benefits that come out of these relationships, as networking is important in many facets of your career. You never know when something will come up where the help or expertise of a former colleague/mentor will allow you access to untapped resources, furthering the ability for you to add value in your role; not to mention the value you can add to someone else’s career.

What do you think the industry could do to attract and retain the best and the brightest today?

While attracting talent is important, the retainage of it is critical. Your organization’s culture is key to making sure that, once the candidates who transitioned to employees are through the door, they stay. Being able to keep the morale strong is essential to group cohesiveness and allowing employees to feel they are a valued part of the establishment. High morale is often bred via positive reinforcement and consistent communication. Just as important, management must have the ability to recognize those who have creative and competent ideas and foster their growth. I truly feel if you’re able to present your organization as one reflecting a culture as such, you will attract smart and motivated people you’ll be able to retain.