Jutta Brew ’25

I work in wealth management, specifically investment portfolio analytics and optimization. I’ve noticed lately that my clients are changing. The source of wealth, the demographics, and the values that guide capital are evolving, along with the individuals who sit across the table from me at meetings.

Women and young founders are experiencing a seismic shift in wealth transfer, and their concerns go beyond capital markets and revenue forecasts. They’re interested in investments that incorporate social good. To fully engage with this new breed of client, I needed to sharpen my tool kit and to immerse myself in a diverse community of experts who prioritize both business and society. I found what I needed in the Yale EMBA program.

One of the most immediately useful lessons from the program has been finding out what truly drives people at work—what sparks real engagement versus simply preventing dissatisfaction. Herzberg’s two-factor theory of motivation has helped me understand the important human aspect of my field and conceptualize success in terms of the people we serve and collaborate with, not just numbers. Whether I’m guiding investment teams or advising clients, I’ve seen firsthand how proper motivation can transform performance, turning passive participation into active commitment.

Through my leadership development courses, I’ve gained a deeper understanding of my strengths and the areas where I can grow. I’ve learned that my ability to think critically, adapt, and build trust allows me to lead with intelligence and empathy. However, I also see that my tendency to be thorough can sometimes lead to overthinking; my natural diplomacy, while valuable, can make me hesitate to assert my perspective. True leadership is about knowing when to move decisively, when to trust my instincts, when to do the math, and when to delegate. I’ve come to see that my growth as a leader lies in embracing boldness while maintaining the thoughtfulness that defines my approach.