by Eva Glassman | May 21, 2026 | Blog, Featured
Andrea Picard is a Managing Director at Golub Capital, a market-leading direct lender and specialized private credit manager, where she leads the Global Investor Solutions team. With an undergraduate background in linguistics, Andrea’s career in credit and finance began with serendipitous random conversations that led to her first permanent position at Lehman Brothers in their taxable fixed income group. Today, Andrea leads a team across multiple continents and deeply values her time developing talent within her organization, especially the rising women leaders. Andrea has been a C200 Member since 2026.
Eva Glassman: What is your day-to-day like as Managing Director of Golub Capital? What do you love about your role, and what are the more challenging parts of the job that you navigate?
Andrea Picard: I lead our Global Investor Solutions team, which oversees our global distribution effort. Most days, I’m either partnering with our sales team to shape and execute regional strategies or meeting with current and prospective clients. I’ve always loved leading sales teams and working closely with clients. There’s a real sense of satisfaction in understanding a client’s challenges and helping develop solutions that meet their needs. And of course, it’s especially rewarding when our teams are exceeding their targets. One of the more challenging aspects of the role is navigating volatile and unpredictable markets, which can quickly shift client preferences and priorities.
EG: Was your career goal always to be a leader in finance?
AP: I wish I could say it was all part of a grand master plan, but it wasn’t—not at all. When I graduated from college, even though I was a strong math student, I had a degree in linguistics, which didn’t point to an obvious commercial career path.
A fun fact is that my early career really came together through chance conversations. I got my first job offer—a temp role—while chatting with someone on the Long Island Railroad, and later landed a permanent role after sitting next to a senior person from Lehman Brothers on a cross-country flight. At the end of the trip, he told me I’d make a great bond salesperson. I wasn’t even sure what that meant, but I kept his card. About a year later, I called him, which led to a position on Lehman’s taxable fixed income team. I started in mortgages, quickly moved into high yield, and that ultimately launched my career in credit and finance.
EG: As you advanced in your career and took on more leadership roles, when you look back on those experiences, are there any pivotal moments that come to mind that were important to your success?
AP: At different points in my career, I’ve looked back and wondered whether I should have asked for more or been more assertive. That said, there isn’t much I would change. There were, however, a few pivotal moments that shaped my path.
One that stands out is my time at TD, where I was on the high yield sales team. When the head of sales was preparing to retire, I hoped I would be considered for the role. When the process seemed to be moving slowly, I decided to ask for it directly. It was something I had never done before, but it turned out to be a pivotal move—I got the job.
That experience reinforced an important lesson: you have to ask for what you want. You can’t always keep your head down and assume your work will speak for itself. I think a lot of women are conditioned to operate that way, and frankly, I can still fall into that trap myself. Over time, though, I’ve become much better at recognizing when I need to raise my hand and advocate for myself. No one can read your mind.
Joining BlackRock was another major pivot for me. I had never worked at an asset manager before and wasn’t entirely sure what my path there would look like, but I had always liked working at large firms. I felt confident that if I could get into an organization like that, I would find my footing.
I ended up accepting a role for which I was under-titled, overqualified, and taking a significant pay cut. Fortunately, I was able to move through the organization quickly and was put up for Managing Director the following year. In hindsight, I’m grateful I had the confidence to put myself in that position, even when the short-term tradeoffs were significant.
EG: How did you discover C200? What drew you to the organization and made you join? As a new Member, what are you most looking forward to getting involved with?
AP: I found my way to C200 through Marilyn Skony Stamm, a longtime Member, after we connected at a dinner. Marilyn became a trusted mentor and friend, and over the course of several conversations, she introduced me to C200 because she felt it aligned with many of my interests and values. I was thrilled to be nominated and am excited to now be an official Member. What I’m most looking forward to is continuing to build relationships with accomplished senior women leaders who are thoughtful, generous with their advice, and deeply supportive of one another.
EG: Throughout your career, what was your experience like connecting with other professional women, particularly as mentors? Did you see senior women leaders when you were rising the ranks?
AP: I’ve had many mentors along the way, both men and women. Earlier in my career, most of them were men simply because there were not many senior women in finance at the time. Over the years, that shifted, and more of my mentors became women. That change was a direct reflection of more women rising into leadership roles—and, importantly, bringing other women up with them.
EG: What does being a “woman in business” mean to you, and how does that impact your work and leadership?
AP: It means something very different to me today than it did earlier in my career. When I was younger in finance, my focus as a woman in business was on advancing my own career. Today, it means developing talent—both men and women—but especially helping more women rise.
There’s a real responsibility that comes with being a woman business leader: to support other women as they grow and advance. You have the opportunity to be the sponsor and advocate you may have needed yourself when you were coming up.
EG: Outside of work, how do you like to spend your free time?
AP: I enjoy cooking, traveling, reading, and just about anything outdoors. I love the mountains for hiking and skiing, and I also enjoy long walks on the beach. I have two children—a 32-year-old daughter and a 31-year-old son.
EG: What is your advice to aspiring women business leaders to advance their careers?
AP: Most importantly, have goals and articulate them. People can’t read your mind. At the same time, to borrow a golf metaphor, don’t grip the club too tightly. Organizations are constantly evolving—leaders change, managers come and go—and it’s important to take those shifts in stride.
Also, be thoughtful about job changes. The grass can always look greener, so it’s important to make sure you’re leaving for a better long-term opportunity rather than simply chasing short-term gains.
And finally, don’t forget to live your life in the meantime. It can’t be all about work.
C200 is a 501(c)(3) nonprofit organization with a mission to inspire, educate, support, and advance current and future women entrepreneurs and corporate profit-center leaders. The views and opinions expressed in this article are those of the individuals quoted or featured and do not necessarily reflect the views, policies, or positions of C200.
by Eva Glassman | May 19, 2026 | Blog, Featured
By Melissa Witbeck | Vanguard | Member since 2025
For decades, many of the biggest decisions shaping business, healthcare, philanthropy, and education have largely been influenced by the same types of voices and leadership structures.
That is beginning to change.
An estimated $30 trillion is expected to move into the hands of women over the next two decades, bringing with it growing influence over how resources are directed and what kinds of priorities receive attention. The implications extend far beyond personal finance—they influence which businesses grow, which institutions evolve, and which societal challenges receive greater investment and visibility.
In this latest Forbes article, C200 member Melissa Witbeck explores what she calls the “Matriarch Economy” and why this moment may represent a broader redefinition of influence, leadership, and decision-making in the years ahead.
C200 is proud to share the insights and expertise of its members on the issues shaping business and society.
Read the full article here.
C200 is a 501(c)(3) nonprofit organization with a mission to inspire, educate, support, and advance current and future women entrepreneurs and corporate profit-center leaders. The views and opinions expressed in this article are those of the individuals quoted or featured and do not necessarily reflect the views, policies, or positions of C200.
by Eva Glassman | May 5, 2026 | Blog, Featured
By Bridget Ross | LeMaitre Vascular | Member since 2019
In many organizations, decisions are arriving faster and with more certainty than before.
AI has made it easier to generate analysis, explore scenarios, and present a clear recommendation in a shorter amount of time. The materials are more detailed, and the path forward often appears well supported.
What’s less visible is how that speed and certainty affect the way decisions are evaluated.
Boards still carry the same responsibility for oversight, but there is less time to challenge assumptions, test conclusions, and understand how recommendations are formed before they move ahead.
In our new article for Forbes, C200 Member Bridget Ross examines what this shift means for governance and how leaders can maintain strong evaluation as the pace increases. Her perspective centers on a practical question: is the level of scrutiny keeping pace with the speed of decisions?
Read the full article here.
C200 is a 501(c)(3) nonprofit organization with a mission to inspire, educate, support, and advance current and future women entrepreneurs and corporate profit-center leaders. The views and opinions expressed in this article are those of the individuals quoted or featured and do not necessarily reflect the views, policies, or positions of C200.
by Eva Glassman | Apr 28, 2026 | Blog, Featured
By Lin Coughlin | Great Circle Associates | Member since 2002
Leadership teams often focus on getting the strategy right. Fewer focus on how the work will actually move across teams once execution begins.
Cross-functional collaboration doesn’t break down because people lack capability. It breaks down when priorities are interpreted differently, ownership is unclear, and concerns are not addressed early enough to influence decisions. This usually happens within the first 90 days of transformation.
In our latest Forbes article, C200 Member Lin Coughlin explores what separates teams that sustain momentum from those that stall, even when the strategy is sound.
For leaders working across functions, this is a useful reminder that execution depends as much on how teams operate together as it does on the strategy itself.
Read the full article here.
C200 is a 501(c)(3) nonprofit organization with a mission to inspire, educate, support, and advance current and future women entrepreneurs and corporate profit-center leaders. The views and opinions expressed in this article are those of the individuals quoted or featured and do not necessarily reflect the views, policies, or positions of C200.
by Eva Glassman | Apr 23, 2026 | Blog, Featured
Beth Ratliff is the Chief Operating Officer at Premise Health, the largest direct healthcare provider for large, self-insured employers in the country. Beth began her career as a physical therapist and grew passionate about delivering quality care to patients after navigating insurance reimbursement difficulties for her services. Beth made unconventional lateral career moves to expand her skillset and develop the tools to become the healthcare leader she is today. Beth resides in Nashville and enjoys the live music scene outside of work. Beth has been a C200 Member since 2026.
Eva Glassman: What is your day-to-day like as COO of Premise Health? What do you love about your role, and what are some challenging aspects?
Beth Ratliff: I am the Chief Operating Officer at Premise Health. We are the largest direct healthcare provider in the country. We partner with large, self-insured employers to deliver advanced primary care to their people. We operate about 850 wellness centers, primary care centers, pharmacies, and fitness centers across the country. We also deliver virtual health coast to coast.
What’s different about our model of healthcare is that we’re not fee-for-service. We’re actually paid directly by our clients, who are really looking to solve problems with access, healthcare equity, or cost for their organization and their people. We’re not paid by insurance, which frees us up to take great care of patients—that means things like same and next-day appointments, quick wait times in the waiting room, more time in the exam room with your provider. On average, we’re spending about thirty minutes with the patient when they come in and we’re focusing on their whole health: physical, mental, and social. We work in a team with a behavioral health provider, a pharmacist, a care manager, and a primary care provider for the patient.
Years ago, I first went into healthcare as a physical therapist because I wanted to take great care of patients. As I was practicing, I encountered a lot of limitations caused by insurance reimbursement. In contrast, the model of care we deliver at Premise Health allows us to deliver amazing outcomes and experiences for the patients we serve. That’s what I love most: making things happen and serving the teams that provide the care.
On the flipside, it’s challenging to ensure we have the right balance of quality and access. We can’t ever lose sight of doing what’s right for the patient, and that becomes more complex as healthcare continues to grow and evolve in this country. You’re always having to balance risk, access, and quality of care. Ultimately, we know that if you do what’s right for the patient, everything else follows.
EG: You mentioned you started your career in healthcare as a physical therapist. Was being a healthcare leader always your goal? How did your idea of what you wanted to do evolve as you went through your career?
BR: I went to school to be a physical therapist, and I started my career treating patients. I had a passion for patient care, but I eventually burnt out because of the insurance reimbursement system that I was working in; I felt like I couldn’t take great care of patients because of that system.
I eventually took a new job working at Toyota, caring for their injured workers. When I got there, they told me right away, “Don’t worry about the insurance reimbursement; just worry about getting the patient better.” That was music to my ears!
I was super intrigued by that model of care and grew interested in Toyota’s manufacturing process—the model of continuous improvement and lean quality. It inspired me to evaluate how we operated in the physical therapy department and apply that on a broader scale.
Eventually, an opportunity emerged for me to take a leadership position. On paper, I was not qualified for this position; I didn’t check every box, but I raised my hand anyway. From my experience up to that point, I knew that you could take great care of the patient and optimize the outcomes when the entire system is cared for. I also had the confidence to know I could figure the rest out.
I think that’s something women don’t do often enough. We wait until we’re absolutely qualified for everything in the job requirements before we raise our hand, rather than apply even if we don’t meet some of the requirements. I give lots of credit to some of my early mentors for encouraging me to bet on myself and apply for the role.
EG: Tell me more about those mentors. Did you have any women mentors at any point in your career? What was your experience like trying to find and connect with other professional women?
BR: I was lucky enough to have some strong mentors along the way, both men and women. I had some professional and personal connections outside of the work environment with other women professionals, not always in the healthcare space. Early on, I took an approach that I would now call a “personal board of advisors,” where I worked with a variety of different mentors and regularly consulted them about what was going on in my career and really took their input.
My board of advisors has changed over the years, but it’s always a cross-functional team, comprised of men and women. It’s not unusual for me to pick up the phone and call someone with experience in banking or another professional service consulting healthcare professionals and ask them for advice, recommendations, or an introduction to a new connection. It has been a rewarding way to look for mentorship. It doesn’t have to be in your own organization; it doesn’t even have to be in your own field.
EG: Speaking of building your network across organizations and industries, how did you discover C200? What drew you to join, and what are you most excited about as a new Member?
BR: I’m connected professionally with Mary Tinebra, a C200 Member, who reached out to me about learning more and joining. She called me at the exact right time. Every year in the fourth quarter, I jot down some professional and personal goals to start building my plan for the following year. One of those goals in 2026 was to do some networking outside of healthcare. I have quite a large network in the healthcare field—I’m very active in Nashville Healthcare Council and sit on other healthcare associations—but I was interested in meeting women leaders outside of healthcare. When Mary called, I told her, “It’s almost like you were reading my notes!” It was just perfect timing.
As a new Member, I’m looking forward to learning from women leaders in other industries than mine, those who are creatively solving problems and willing to share those experiences. I would also love to mentor other women facing challenges like ones I’ve faced. That exchange of knowledge is so valuable.
EG: What does being a “woman in business” mean to you? How does that impact your work and leadership?
BR: I don’t lead with being a woman in business. I lead with being a trusted leader and professional who shows up to contribute value in whatever room I’m in. I focus on earning trust, communicating with clarity, and providing perspective based on my knowledge, skills, and experience.
The fact that I’m a woman certainly does not go unnoticed, but it is not what I choose to lead with. I have had experiences where I’ve been the only woman in the room, certainly early on in my career, and had to learn to navigate those rooms and spaces. I had to make sure I was showing up, providing value, and giving a competent opinion or service.
I would also say that I’m a very transparent leader and person in general. I am not afraid to talk about the tough things that I have faced as a woman, as a mother, as someone who’s been in recovery for over thirty years, as someone who has battled cancer. I bring those experiences to the table and use them to not only make me stronger as a leader, but to make our organization stronger as well.
I have a responsibility as a leader and as a woman leader to bring others along with me. I spend quite a bit of time mentoring women, both in and out of my organization, in my particular field. I also do a lot of work with women outside of the traditional mentoring structure, like in the recovery space with women who have struggled with issues like homelessness or substance abuse. I’m always looking for ways to be of service to someone else. When I am focused on doing that, it makes me stronger as a leader and gives back to others.
EG: Outside of work, how do you spend your free time? What do you like to do for fun?
BR: I love live music. I live in Nashville—who doesn’t love a good live music venue? I love the energy at any sort of live event; if they made watching paint dry a sporting event, I’d probably go watch that.
I love to hike. I love to read. I am an amateur special effects makeup artist, so Halloween is my favorite time of year.
Currently, my husband and I are on the hunt for the world’s best street tacos. When we have nothing else to do, we spend a lot of time going to one taco truck to another, buying one taco, and doing a taste test.
Lastly, I love spending time with my two daughters and two grandkids.
EG: Earlier, you mentioned that you spend a lot of time mentoring women both in and out of your organization. What are the types of conversations you’re having with these rising women leaders? What sort of guidance are they seeking, and what advice are you sharing with them?
BR: The women I talk with are rising leaders and trying to understand how they can advance their career path. We spend a lot of time evaluating what motivates them. Often, I notice they want a promotion, but they don’t understand why they want it. Is it about the title? Money? Particular interest or span of control? I try to help them refine what they want, not only for their next step, but ultimately their entire career. From there, we put together a plan, which includes discussing and viewing other opportunities within their organization through different lenses.
It’s easy to see things as very black and white and think, “Well, I haven’t done X, so I’m not qualified for Y.” I like to push back on that and talk through the ways in which what you have done might apply to this opportunity and why. Maybe you haven’t done X, but you’ve done something else that makes you a stronger candidate if you position your experiences properly.
I have taken some lateral moves in my career that might have looked very questionable from the outside looking in. For example, I’ve stepped out of a senior role to run a project with no guarantee of a role for me at the end; I’ve moved from clinical to operations to an IT enterprise project; I’ve done post-acquisition work. However, I always had a purpose. It wasn’t necessarily to get a promotion, but to learn more about the organization and develop stronger networks within it. That would either help me advance my career within the organization or build necessary skills and knowledge to take me somewhere else if I chose to do that.
I never said yes to an opportunity that didn’t intrigue me in some way; the ones I took I often wasn’t fully qualified for. For example, I’m not a technology person, but I once took on a massive technology project. I’d never done merger and acquisition work before, but I once stepped into that role. I knew it was something that would stretch me in a way that I hadn’t been stretched before. If you want to grow your career, you have to be willing to take a risk and be intentional with it.
Watching someone succeed is one of the most satisfying things I get to experience in my career.
C200 is a 501(c)(3) nonprofit organization with a mission to inspire, educate, support, and advance current and future women entrepreneurs and corporate profit-center leaders. The views and opinions expressed in this article are those of the individuals quoted or featured and do not necessarily reflect the views, policies, or positions of C200.
by Eva Glassman | Apr 21, 2026 | Blog, Featured
By Farrah Lakhani | Uber | Member since 2024
Many AI initiatives report strong productivity gains: hours saved, tasks automated, faster cycle times. But those metrics don’t always translate into business performance.
In our latest Forbes article, C200 member Farrah Lakhani challenges a common assumption: that time saved is a reliable measure of AI success.
As Farrah explains, efficiency is easy to track and easy to report, but it often says very little about whether value is actually being created. Without clear links to outcomes, ownership and follow-through, those gains rarely show up on the P&L.
Her article is a useful reminder that evaluation matters as much as implementation, especially for leaders looking to connect AI efforts to real business impact.
Read the full article here.
C200 is a 501(c)(3) nonprofit organization with a mission to inspire, educate, support, and advance current and future women entrepreneurs and corporate profit-center leaders. The views and opinions expressed in this article are those of the individuals quoted or featured and do not necessarily reflect the views, policies, or positions of C200.
