In one sentence: What do you do?

I oversee all financial planning and strategy for Golden State, the holding company
that includes the Golden State Warriors of the NBA, Chase Center and Thrive City in
San Francisco, and several other operating entities.

What are you working on right now?

I’ve been focusing on the launch of our new Women’s National Basketball
Association (WNBA) franchise, the Golden State Valkyries. I attended the inaugural
game in May 2025 with my two nieces, who are both avid players.

How many people do you manage?

I get to lead a talented team of 60 people across several disciplines: accounting,
finance, technology, strategy and analytics, and corporate development.

What do people get wrong about the reality of working in payments?

I’m often amazed at how much people underestimate the volume and complexity of
daily transactions that our team deals. Those outside of payments assume that our
tasks are predictable and straightforward. Nothing could be further from the truth.

What has been your proudest moment in the role?

Standing on the court in Boston after we won the NBA Championship in 2022. To
see our ownership, players, front office and coaching staff on stage receiving the
Larry O’Brien Trophy gave me an appreciation of all the hard work the organization
puts in behind the scenes to make those moments a reality.

…And what was a mistake that taught you something useful?

Putting off a decision that I knew was the right one for fear of hurting someone’s
feelings. Ultimately, that does the company and the teammate a disservice.

What’s the biggest question facing payments today?

How to ensure bad actors cannot wreak havoc on trusted systems as the industry’s
speed of innovation continues to accelerate.

What’s the most important quality for being a leader in payments?

I’d say a three-way tie between patience, attention to detail and asking questions.

…And what’s the trait that’s least helpful?

At times, stepping in to help. If you solve the problem yourself, your team is not
allowed to fail and learn, which is critical to long-term success.

“If you solve the problem yourself, your team is not allowed to fail and learn, which is critical to long-term success.”

You can have a fantasy power lunch with anyone in business. Who and
why?

George Lucas. I have always appreciated how he managed to balance art and
creativity with commerce and business.

What’s the advice you wish you could give past you as you entered this
field?

Don t be in a rush. Enjoy the journey and make sure you love what you do.

What’s the cast-iron “work tip” you’d like to share with us?

Always be curious and unafraid to ask questions. Understanding how a process
works is key to eventually demonstrating mastery of a role.

What’s a secret that only people who do your job know?

How dramatically the scope and scale of the decisions you have to make can
change from meeting to meeting.

Make a fearless prediction: How will payments be different in 10 years’
time?

I think we ll be surprised by how much blockchain-based payments become the
norm.

How do you relax?

I love to read, and I rotate between fiction and non-fiction. I’m currently reading
Tomorrow, and Tomorrow, and Tomorrow by Gabrielle Zevin after re-reading The
Power Broker by
Robert Caro.

AI. Are you worried?

I am excited by the possibilities. The technology has the potential to make us all
more productive and create more space and time for thought-provoking and
strategic work.

ILLUSTRATION: EWELINA DYMEK

The views and opinions expressed herein are those of the author and do not necessarily reflect the views of J.P. Morgan, its affiliates, or its employees. The information set forth herein has been obtained or derived from sources believed to be reliable. Neither the author nor J.P. Morgan makes any representations or warranties as to the information’s accuracy or completeness. The information contained herein has been provided solely for informational purposes and does not constitute an offer, solicitation, advice or recommendation, to make any investment decisions or purchase any financial instruments, and may not be construed as such.
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