Lauren O'Leary

Director, Business Development, Chiron Financial LLC

Biography:

Lauren O’Leary is a dynamic financial sales executive with an extensive background in business development, investor relations and client management.  As director of business development, she works closely with firm industry and product-line leaders in co-leading growth efforts and developing a robust pipeline for long-term growth. She focuses on creating new client relationships with business owners, board members and investors of middle-market companies seeking to pursue strategic alternatives as well as deepening existing firm referral relationships. Prior to joining Chiron, Lauren founded a consulting firm that assisted finance and technology companies with strategic organic and acquisition growth strategies. She also guided investor relations and client management for Dahlman Rose & Co., an energy, transportation and infrastructure- focused investment banking firm. Previously, she was a partner at bond and equity powerhouse Cantor Fitzgerald, where she was instrumental in rebuilding the firm after the September 11 terrorist attacks. She has also held several sales and trading positions at prominent New York firms. Lauren earned her BA from Hobart and William Smith Colleges and resides in New York City.

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

Work ethic and attitude is everything. Join trade associations and participate actively. Join committees, volunteer at events and get on boards to help hone your business development and networking skills. At the same time, look for opportunities to cross-train in other financial services roles. Look for a mentor, both inside your firm and outside the organization, who can help steer your career path.

Studies have shown women are more reluctant to tout their accomplishments in the workplace. What advice would you give to help women be more comfortable with speaking up?

Young women especially need to own their careers and be confident sharing their accomplishments with colleagues, with external contacts, and with their personal networks. You never know where your next referral might come from – a mom at your child’s soccer game, your sister-in-law, your girlfriends. To gain confidence, practice, practice, practice, starting with those you feel most comfortable with and online with Twitter and LinkedIn, then graduate to in-person networking situations.

How have you approached big career decisions?

Over my career I’ve faced some key decisions, and you get better at it as time goes on. As a partner at Cantor Fitzgerald, I joined a firm which had tragically lost so many on 9/11 and needed to rebuild. I’ve also led investor relations at Dahlman Rose & Co. and run my own consulting firm, and each step along the journey required serious introspection. I approach these forks in the road methodically, assess all the angles and weigh all the pros and cons. This is where it’s really important to have a mentor and/or a circle of trusted confidantes you can rely on to give you honest, objective advice. You also have to learn how to listen to your gut – often if something isn’t right you’ll feel it on an instinctual level. Trust it.

What do you enjoy most about your role? Least?

Most? Absolutely the wins, helping companies succeed, whether assisting with a growth strategy, start-up capital, a leveraged buyout, or spinning off an unprofitable division. My passion is meeting new people, learning about different companies and connecting people to the resources that can help them. The least: a missed opportunity in the marketplace or a missed chance to connect people who can help each other.

How do you balance work/personal time?

Everyone struggles with that in this industry when you consider the hectic travel schedules, early breakfast meetings, and late dinner events. You just have to carve out time to recharge, put fun events and time with friends and family in your calendar. I also place a priority on healthy eating and staying active. And in the end, I hope it all evens out.

How can commercial finance organizations offer meaningful professional development and career advancement?

As financial services organizations compete for talent in this tight market, they need to demonstrate to their employees and prospective recruits alike that they’re committed to advancing their careers. They should offer opportunities to cross-train in different positions or in different business units, and allow employees to take on growth positions even if the professional doesn’t yet have all the skills, and commit to training them. Encouraging young professionals to engage in professional and networking organizations – and supporting their membership and involvement – also shows that firms are willing to make an investment in their people. Empowering people to build their professional networks is a win-win for the firm and employee.