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A: Thank you again for having me. You know, when I hear my career described like that, it sounds very linear. But I like to think of my career journey more like directions on a navigation app — sometimes you’re on a highway and expect a straightforward route, and other times you take unexpected detours. The most impactful moments in my career often came from those detours.
For example, in college, I was actually a marketing and psychology major, so finance was never something I envisioned for myself. I thought I’d do consulting, get my MBA, and become a brand manager. But my first job out of school was at J.P. Morgan, and I landed on the trading floor. I fell in love with the energy and decided to pursue finance instead. From there, I moved into sales, which I loved, especially the client-focused aspect. Eventually, I moved to Goldman, where I spent 17 years, and I had a fulfilling career there.
A: That’s a great question. On paper, everything looked perfect — I was a partner, leading one of the largest sales businesses on the trading floor, and I enjoyed working with amazing people. But personally, I wasn’t feeling challenged anymore. I had two kids, one entering middle school, and while I loved Goldman, I felt I wasn’t in a position where I could win or grow. It was a tough decision, but I knew that to continue growing, I needed to take control of my career and make a change.
Initially, I decided to leave, and Goldman graciously asked me to stay on as an advisory director, which allowed me to remain connected. During this time, I founded Greenback Labs, which started as a financial education and media company creating mobile games and videos to teach people about financial markets. That experience opened my eyes to a whole new skill set and gave me the opportunity to expand and develop in ways I hadn’t before.
A: Definitely! I think everyone has moments like that. One of those times was when I first started Greenback Labs. I didn’t have a background in technology or gaming, so I had a lot to learn.
It was scary and challenging, and I realized quickly that I needed to surround myself with people who were smarter than me and could push me. That’s a key lesson I took away — having high-quality people around you is essential for success.
A: Carlyle has truly been one of the greatest joys of my career. It’s a world-class firm with a strong culture of trust and care. The people here are incredibly talented, and there’s a real focus on collaboration and client service, which aligns with my values. I also admire our CEO, Harvey Schwartz. He’s a leader I believe in and feel inspired by, which is important to me.
For me, the COO role at Carlyle is about driving both the day-to-day operations and the firm’s growth, all with a client-first mindset. I wanted to be in a place where I could make an impact and felt that Carlyle offered that opportunity.
A: I think of my role in two main parts. The first is managing day-to-day operations, ensuring that everything is functioning smoothly. The second part is focused on growth — building and expanding the firm in alignment with our clients’ needs. Traditionally, COO roles are inward-facing, but at Carlyle, we start every decision with the client in mind. Even operational decisions are viewed through the lens of how they affect our clients.
A: Building trust with the team is critical. When you’re new to an organization, you have to listen, ask questions, and let people know you’re there to collaborate.
But beyond that, actions speak louder than words. As a leader, people watch what you do.
For instance, I get to the office early because I commute with my husband, not because I expect others to do the same. I also try not to send emails on weekends unless absolutely necessary. I want people to know they don’t need to work 24/7 to succeed.
A: It starts with showing up authentically and being open about who we are. I’m very vocal about being a working mom with two kids, and we recently launched a series called “Carlyle Connections.” Harvey interviews senior leaders, allowing employees to get to know them on a more personal level. These authentic conversations help create an environment where everyone feels they can be themselves. It’s essential to recognize that everyone’s path is different, both personally and professionally, and I believe leaders should embrace that.
A: Right now, it’s all about working together and delivering “One Carlyle” to our clients. Carlyle has three main business segments: private equity, credit, and investment solutions. We were founded as a private equity firm, but our credit business is now the largest segment. We’re intentionally breaking down silos to better serve our clients.
Internally, we’re also focused on creating opportunities for our people. We recently made some visible leadership moves to promote internal mobility, like making John Redett our CFO and elevating Megan Starr to lead corporate affairs. Demonstrating that growth and internal mobility is available at every level is important to us.
A: The most important lesson I’ve learned is to get comfortable being uncomfortable. There will be challenging situations and difficult decisions, but if you can embrace the discomfort, you can persevere and succeed. There’s no straight line in a career, and sometimes the detours bring the best opportunities. Surround yourself with people who challenge you and support you.
A: Thank you, Edith. It’s been fantastic, and I appreciate the opportunity to share my experiences.
