A Legacy Rooted in Investment: Why Leaders Must Prioritize Nurturing Connections

Kelly Rodigas is the Chief of Staff of US Wealth Management at UBS. She decided to pivot from investment banking into wealth management, where she experienced greater growth and fulfillment. Passionate about leadership development, Rodigas often reflected on what it means to leave behind a legacy that prepares others for greater success. In this interview, she discusses the cultural impact she strives to make for a fairer, more transparent, and more trustworthy leadership culture.

Shiwon Oh: What are some pivotal career milestones that define your leadership story?

Kelly Rodigas: Looking back, there are three pivotal moments that have truly shaped who I am as a leader.

The first was deciding to pursue my MBA at Columbia Business School while working full-time in investment banking. Many doubted my decision—and honestly, they weren’t wrong to question it. But it turned out to be one of the best decisions I’ve ever made. Did I need it to succeed? No. But it accelerated my leadership development in ways I never could have imagined.

The second moment was leaving investment banking after nearly a decade. It was familiar, comfortable, even second nature. But comfort can be stifling. My MBA had opened my eyes to new possibilities, and I realized I wanted something more strategic, less client-facing, yet still rooted in finance. That led me to JP Morgan, where I landed what I called my dream job: Chief of Staff to a senior leader in the Private Bank. It was a new area—wealth management—but one where I could leverage my skills to drive growth. Those three years were transformative, thanks to a boss who challenged me to think differently and lead boldly.

The third came when that same boss left JP Morgan for UBS. I had the opportunity to join him as Chief of Staff for U.S. Wealth Management—a role that continues to stretch and inspire me every day.

If there’s a common thread across these moments, it’s this: never stay comfortable. The moment you stop feeling challenged is the moment you should move. Growth lives on the other side of discomfort.

SO: Some leaders demonstrate traits that we want to emulate while others help us identify what we don’t want to be. What are some leadership don’ts that you learned along the way?

KR: 1. Don’t have meetings before meetings: Avoid pre-meeting huddles that exclude voices and leave people out. Bring everyone you need to the table at once and make decisions together. Transparency and collaboration build trust.

2. Don’t shy away from conflict: Healthy disagreement is essential for progress. Management teams will always have disagreements—it’s how you embrace that conflict that enables growth and innovation.

3. Don’t dismiss employee feedback: Listening matters. You may not be able to solve every problem, but most people simply want to feel heard.

4. Don’t overlook the people who keep the lights on: Say hello to building security, get to know the facilities staff, and acknowledge those who keep your workplace safe and running. They are just as much a part of the ecosystem that allows every leader to be successful.

SO: Who are some leaders that have invested in your development, and how did their efforts set you up for success today?

KR: I could easily name countless bosses, managers, and mentors who have guided me throughout my career, including my current boss, who continues to challenge and support me every day. I’m deeply grateful to all of them.

But if I’m honest, the group that often gets overlooked are the peers who grew up alongside me professionally. Some of my best career lessons came from hallway conversations, late-night problem-solving sessions, and shared experiences with colleagues at every stage of my career.

My advice? Invest in those relationships. Learn from them and grow with them.

SO: How do you want to be remembered in terms of your leadership legacy? What cultural shifts do you want to instill to benefit others?

KR: When I think about the legacy I want to leave as a leader, three words come to mind: fair, transparent, and trustworthy.

• Fair, because it’s essential for problem-solving and managing people with integrity.
• Transparent, because openness builds trust and empowers teams.
• Trustworthy, because trust is the foundation of any strong culture and community within an organization.

Separately, as a woman in a still predominantly male industry, I also hope to pave the way for the next generation of women to succeed—ideally to be even more successful than I am! The financial landscape has evolved significantly since I entered the workforce nearly 15 years ago, but there’s still work to do. My goal is to help accelerate that progress and create a culture where we stop saying “the first woman CEO” because it’ll be the norm.

SO: What are some top best practices for emerging leaders seeking to guide their teams with empathy, curiosity, and transparency?

KR: Listen, share the “why” behind decisions (within reason), motivate teams to feel like they’re part of something larger than just a short-term objective or project, ask questions and show your team you don’t always have the answers, and lead through conversations. In a world of zoom meetings, AI, and automation, relationships are still key to being a successful leader. Invest in your people.

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