Clair Williams, Executive Vice President and global head of Middle Office and Investment and Performance Analytics at State Street, won Excellence in Operations at Markets Media Group’s 2025 U.S. Women in Finance Awards.

What was your reaction to winning the award?

I’m deeply honored to receive the Excellence in Operations award. This recognition means so much because it reflects the incredible teamwork and dedication of the people I work with every day. Operational excellence is never about one person, it’s about collaboration, trust, and a shared commitment to doing what’s best for our clients and colleagues. I’m grateful for the opportunity to lead and learn alongside such talented individuals, and I am inspired to keep pushing boundaries, mentoring others, and creating an environment where everyone can grow and succeed.

What have been the major operational transformations you’ve led at State Street, and how have they delivered value for clients and internal stakeholders?

At State Street, I have had the privilege of leading transformative initiatives that modernized operating models for both new and long-standing clients. One of the most significant changes has been expanding traditional middle and back-office relationships into front-office lift-outs through State Street Alpha®. This shift enables clients to fully leverage our front-to-back platform, complemented by State Street’s services and deep global expertise. These transformations have delivered measurable value by streamlining operations, enhancing transparency, and creating integrated solutions that empower clients to focus on growth while we manage complexity.

What key trends are you seeing in investment operations and analytics?

Time-to-insight is rapidly decreasing, and our clients want high quality data intra-day. End-of-day and overnight batch processes are no longer adequate. Investment teams need to know investable cash, current positions, trades in progress and myriad other data points throughout their trading day and then on to their overseas desks.

Clients also want a single platform from which to operate with their preferred analytics, data and application providers working together on that comprehensive platform. They also want a trusted asset servicing partner to take the non-differentiated operational work off of their plate.

What specific initiatives or behaviors have you embraced (or seen work) that help build inclusive, high-performing teams in operational functions?

Building inclusive, high-performing operational teams requires deliberate strategies that combine cultural awareness, mentorship, and innovation with a strong focus on core skills required for our teams to perform effectively. Our employees have access to a variety of employee networks globally which offer initiatives including individual and group mentorship efforts, learning and development, and networking programs that strengthen trust, confidence and engagement. We believe diverse teams provide a variety of perspectives that lead to better outcomes and fosters innovation.

Finally, adopting a skills-based approach to career progression enables individuals to contribute meaningfully to high-impact projects early in their careers. This approach not only accelerates professional growth but also strengthens a team’s effectiveness. Collectively, these initiatives establish a culture where inclusion and performance reinforce each other, driving sustainable success in operational functions.

Looking ahead, how do you hope to shape opportunities for women in finance in the next 5–10 years?

While financial expertise and market fluency remain essential, innovation often comes from diverse experiences. Welcoming professionals from engineering, science, and education, for example, introduces fresh problem-solving approaches. Designing programs that allow time to master financial concepts while valuing existing disciplines unlocks new perspectives and drives progress.

Mentorship must evolve beyond advice into active sponsorship. Career advancement should not depend on chance encounters or informal networks. Visible advocates who champion talent and open doors to stretch roles accelerate credibility and growth. This approach ensures opportunities are intentional and not left to luck.

Flexibility, including inclusive parental leave, and supported re-entry are not perks, they are productivity enablers. These measures recognize that life chapters such as parenthood, caregiving, and health challenges should not derail ambition. They signal a commitment to talent for the long term, and help to foster resilience and retention.