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Dina Powell McCormick’s resume spans senior roles in the public and private sectors, including stints as the deputy national security advisor in the first Trump administration and leadership roles at Goldman Sachs, ExxonMobil, and Meta. Today, she’s vice chairman and president of Global Client Services and a partner at the merchant bank BDT-MSD, as well as an author: earlier this year, she published Who Believed in You?, a book about mentorship. Ranked No. 77 on this year’s MPW list, Powell McCormick joins us to discuss what meaningful mentorship looks like across sectors in today’s dynamic times.

Mentorship Matters: Shaping Tomorrow's Leaders

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Before we dive into mentorship and the book, I want to ask you, just because this is such a historic week, during the first Trump administration as deputy national security adviser, you helped lay the groundwork for the Abraham Accords. And obviously we're now seeing a ceasefire, hopefully a lasting ceasefire in effect in the Middle East. Give us your thoughts on just this historic moment, what led to it, and what are your takeaways and hopefully hints of optimism this week. Yes, well, there are, well, first, I'm so delighted to be here to be with all of you. What an impressive summit Fortune Most Powerful Women 2025 is. I'm really impressed with it. Congratulations Mihal to you and Ellie and all the co-chairs and a shout out. I don't see I saw Anastasia somewhere and Allison, um. I cannot believe this marks the 20th year 20 years ago that with Patty Sellers and Lisa Koukas we started the Fortune Most Powerful Women mentoring program with the State Department and to this day when I go places I meet extraordinary. Ordinary women who many of you mentored that are truly changing the world and so I'm really happy to be here. Speaking of some of those women, we had a really robust program in the Middle East and that was a very difficult time, of course, after 9/11. And it was very hard to get women, you know, from the region to come at that time with all that was going on. So I've seen this very long sort of journey, if you will. I'm born in Cairo, Egypt, a small Coptic Christian community, and my family immigrated to the United States, so it's also, you know, personal for me. I think what we are seeing this week is extremely historic and God willing and God hoping we will see a continuation. I think the efforts of President Trump, Steve Witkoff, Jared Kushner, Secretary Rubio really are extraordinary given how difficult this was to wade through. I also think one of the things that has not been talked about as much is how many countries in the region worked together to make this possible, not always working together, this group of countries, but to have the Qataris, the Emiratis, the Saudis, the other Gulf countries, Egypt, Jordan, Turkey, Indonesia that's remarkable. That doesn't happen and I think that. That unified coalition of what I would call pressure frankly on Hamas was very important. And then I think working with Israel to see a path, getting those hostages' homes, I'm sure you saw the videos on October 7th my husband and I joined an event to commemorate October 7th. We had gone to Israel after the horror and We went and was hosted by the foundation of Howard and Alison Lutnick. Almost all of the hostages were there that had been in captivity. I actually got to talk to Noah Arghani and just imagine, you know, she was in captivity. She did not know if she would see Avatan again. And I just said, it's like you're the age of my daughter, my one of my daughters, and you are so strong. I don't think I could be as strong as you've been. And she said to me, I have to be because I'm hanging on to the belief that I'm going to see him again. And I just seeing that one video of them reuniting was extraordinary. This is a couple that couples that were separated, you know the horrible motorcycle image of them, you know, her trying to reach him. And if you haven't seen their reunion, it's extraordinary. And so I'll just end by where do I think this goes somewhat by also looking back a bit. My last event when I was deputy national security adviser in 2017 was an event hosted in Washington. By the ambassador from Israel, Ron Dermer, and the ambassador from Egypt at the time, it was an event to celebrate the 40 years of peace between Egypt and Israel, and I had the honor of being seated next to the widow of Anwar Sadat, Jihan Sadat. And it was overwhelming for me, obviously being from Egypt, and I was just saying to her what an honor it is that you're here, and she said, you know, I knew that when he chose to make peace with Israel, that probably he would not live much longer. Sort of a stirring thing. She said we didn't know how many years left we would have, but we had 4 more years. And yet sitting here today, how many leaders are there that can count a legacy of 40 years of peace as their legacy? So it brings me to this hope that the leaders of today will recognize the most important thing now is to build on this peace, to build on the Abraham Accords, and going back to that coalition of countries that stepped up, that gives me hope. They want to keep stepping up and building out the next phase of with bumps, it's the Middle East with a lot. I'm sure ups and downs. I just think that the population, 65% of which are under the age of 35, have had enough of death and destruction and really want to try to see economic development and hopefulness. Thank you for sharing that. It might seem like a weird segue to mentorship, but it's actually not because the very premise of the book you co-wrote with your husband um is that what You call transformative mentorship can actually help sort of heal some of the divisions that we're seeing in our country here and abroad, which we just talked about. So give us a little bit of context for why you wrote the book, why now, I think that's probably an obvious one given what I just said, but you could have written a book about a lot of things. Why mentorship? Why now? I think you're saying why with your husband, which would be a very good question. That's one of my questions. As Dave says, we've lived through having 6 daughters, a losing Senate campaign, a winning Senate campaign, but the Mount Everest of marriage for us has been writing a book together, which is true. Um, you know, it started during COVID, as I said, we have 6 daughters who were tweens and teens during those years, and it really struck us how much they lost human connectivity, your first boss, how do you present at work, how do you get feedback? None of that happens over Zoom. That really happens in person with mentors. deeply care about you and give you that feedback that you need to grow. So we started telling them about the mentors in our lives that truly without one or two people I would not have had the privilege of the journey that I've had and neither would my husband. And we started to ask other people who was that person for you at the time it wasn't who believed you. It was sort of who was your mentor and Tory Burch to Christine Lagarde to Mary Barra to Governors Westmore and Sarah Huckabee Sanders, who were not governors at the time, the stories are just remarkable. The stories of people that you've never heard of, the unsung heroes that without whom we would not have benefited from these extraordinary leaders, and to the unifying point. I think people do want to have a say in what's going on in the world, but whether you have power or not, investing in one person and helping them find their purpose is really the most powerful thing you can possibly do. And that's the story. I'll share, you know, maybe my favorite one because it's both the who her mentor was and then she was my mentor, one of my dear friends and mentors, Condoleezza Rice. So as you know, Secretary Rice grew up in segregated Alabama. Um, when she was in high school, her dad became a football coach, a high school football coach in Denver. She ended up going to the University of Denver and her whole entire life, she believed that she was going to be a classical pianist, and she was extraordinary. But during high school, I'm sorry, during college, she went to a music festival. In Aspen, and she realized the 12 year olds were better than her. And in that one moment she said, Oh my God, I'm not going to be a classical pianist. What am I going to do now? And she had taken a course, foreign policy course focused on Eastern Europe by a professor named Joseph Korbel, who was an immigrant from Hungary. And he at the end of this course says to her, You're really good at this. And she says, What is this? And he said, national security, foreign policy, you, I, I'm begging you, you've got to get your PhD. She gets her PhD and that's what leads her to the career that she had. That professor was Madeleine Albright's father, if you can believe it. And Secretary Albright once told me that before he died. He said, I had two daughters that were secretaries of state. Can you imagine the impact that he had in in that knowing how to spot the talent in Secretary Rice, pushing her, being her mentor over many years. So I think there's one story after another, and our hope is that people will read the book and kind of ask themselves three questions, 3 questions. Who believes in me? Have I thanked them? Every chapter is filled with stories of people who I wish I had thanked that person more, and a lot of people have taken the book and sent it to their mentors, which has been really special. And finally, who am I going to believe in? Who am I going to invest in in the next generation that I can, you know, ensure will have a big impact on the world. And you distinguish between transformative mentorship and transactional mentorship, uh, can you explain sort of what the difference is and, and really what, uh, defines on the transformative side? What are the pillars, the values? Sure, well, look, they're both important. Transactional is a bit more the can you help me get the interview? Can you look at my resume, uh, can you, you know. you know, promote me for this role. But transformational is a lifetime of mentoring both your professional and sort of personal sides, and it's a deep commitment. It requires a vulnerability of both people and it really requires um the mentor being committed to caring about that person deeply. And in the book we talk about what successful transformational. looks like. The first is caring enough about the person to give them the tough love. One of my bosses, the CEO of Goldman at the time, Lloyd Blankfein, used to say to me, some people say I'm your mentor. I know you may think of me as your tour mentor, but without his feedback, without his honest, tough, tough love, which, by the way, in male dominated industries, you need the male. Mentoring or tormenting to really get better and that was so critical. But the, the big, big thing about transformational mentoring is opening up about how failure is the thing that often happens right before success. It's really amazing how much people have lobbed on or grabbed on to this. We do not talk enough about failure. If you're sitting in this room. And you look at your resumes, it looks like it was all like this, but we know it wasn't, certainly not in my case, certainly not in my case, uh, you know, it goes like this because how could you possibly grow without failure? How could you possibly know what you didn't know without making some mistakes? And we really focus on this because that's when you need a transformational mentor in those moments. when you are down when you think I can't get back up, I'm totally now probably ruined my career or whatever it is, and the idea of a transformational mentoring saying mentor saying, what are you going to learn from this? Because you can't look back, you can't change what happened, which sometimes I do. It's a bit of an Achilles heel, I bet for some of us, but it's wasted time. It's what what can you do to move forward? Um, I was really struck also in the book by the fact, and this is so obvious, but we don't think of it, a lot of these incredible people who you interviewed mentioned their parents, obviously educators as early mentors, and I love the stories also of. I think it was Westmore whose mother found mentors for him. Um, talk about the role of parents because again I think you know for the parents out here in the room you don't think of our, especially if you have teenage daughters like me. I don't think of myself as a mentor. No, it's interesting. So many people did cite their parents as mentors. Um, and in some cases, the, the people that were talking about their parents as mentors were like, I didn't appoint them as my mentor because it's different being a parent and a mentor. And the interesting parallels between Westmore and Sarah Huckabee Sanders, her dad played like an obviously outsized role. She grew up in the governor's mansion in Arkansas. She worked on his campaigns. I He had such, you know, a presence, but I think it's more of how much he believed in her. I mean, she grew up thinking women are supposed to be the leaders and to have him really instill that in her, I think was extraordinary. And in West Moore's case, his mom just said to him, I'm not going to allow you to go down the wrong track. Like, I'm going to do everything I can, including when he kept getting in trouble, put him in military school, and we got when he got expelled, she went to the military school and said, Too bad he's your problem. And she went and found a mentor for him at VMI and said, I think it was VMI and said, You're now in charge of my son. And I can't do it as a single mom, and that gentleman was transformational, you know, for Wes, and you probably know his book The Other West Moore, which describes somebody that lived in his neighborhood that went down a horribly different track, ended up actually being convicted for being part of a murder and and is in life in prison, and his book The Other Westmore talks about that when he went to visit him, this the West, the other Westmore said. Uh, we had pretty similar backgrounds, but the difference between you and me is you lived up to your expectations and I lived up to mine. Nobody expected anything different from me. And so when you think about the important role that she played in his life that could have gone totally different. And also I think Governor, now Ambassador Huckabee to Israel I think played a really big role in ensuring that his daughter thought she could do anything. Do we have a question from the audience for Dina? We've got one up here. There's a microphone coming to you. Hey Gina, Aidan Madigan Curtis. This is actually fun because Dave was one of my mentors at Bridgewater for many years. Um, I was gonna make that joke. No, unfortunately he's a pretty nice guy. Um, and Bridgewater is a unique environment. So Dave was actually really awesome to have as a mentor. Um, you know, we live in a really interesting time where, to your point earlier, more and more of our youth are spending time online. They're interacting with AI models or social media, you know, the people who are crafting these foundational models right now are needing to tackle tough questions like. When young people go to Chat GBT for mentorship, how do they navigate those topics? So I'm curious if you could give advice to the folks who are navigating these tough topics at these big tech companies, how would you advise them to tackle the tough topic of mentorship where so many young people are looking to these types of tools for mentorship today? Sure, well, full disclosure, I'm on the board of Meta and um so we have these kinds of conversations uh obviously um. I, if I'm being really humble and honest, I, I don't know, and I think we are in the middle of a major transformation of humanity, of the workforce, of technology, and the only thing that is certain is it's happening. Um, I think where the book comes in and mentoring is I think it's actually never been more important for the human connection. It's just never been more vital, kind of back to those people that were parents who picked mentors for their kids. I mean, everyone here instilling in their kids or the people that work for them, you really need a mentor and you need Someone who is really gonna care about you in a transformational way um because I feel and maybe this is like hopeful but I think we also are missing that we missed it during COVID we miss it because we're attached to devices all day long and I don't think that you can possibly have those meaningful relationships uh obviously uh in the same way one of the things that we see with a lot of our clients. That BDT and MSC partners is that we work with families and founders and the next generation and these are often privately held enterprises, there is so much human connectivity there because they're passing on to their next generation the values of the company that they founded and started and so there's this almost automatic kind of human mentoring dimension to it but I think companies. not just tech companies, really have to think about that and be actually more directive and purposeful about creating mentoring programs. I do think that's one of the reasons the Fortune program was so successful because I think it was a model that not only would some of the women and companies be mentors to these extraordinary female leaders, but the rest of the company would really see what an impact that had. Well, Dina, uh, we do need to wrap up. We're all very uh happy that your marriage survived the book and that you were able to share it with all of us. Thank you so much for being here. Thank you. Thanks so much. Thank you guys. Great to see you.

In a wide-ranging conversation, the chairman and CEO of the largest U.S. bank will discuss the most pressing global issues that he, and our MPW leaders, are facing today. We’ll also hear his perspective on leadership, the future of financial services, and the U.S. economy. We welcome him as our MPW Summit special guest speaker for 2025.

Jamie Dimon's World View

As CEO of Nubank Brazil since January 2024, Livia Chanes leads one of Latin America’s most prominent digital financial platforms. In her previous role as Brazil country manager, she oversaw explosive growth—adding 24 million new customers and launching more than 50 new products. In this session, Chanes, who ranks No. 91 on the 2025 MPW list, will share her strategic insights on the future of financial services in Latin America and beyond, discussing the trends reshaping global finance and their impact on consumers and industry leaders.

Building The Bank of The Future: Notes From Brazil

And so I wanted to start off with, uh, why does Newbank consider itself a tech company rather than a traditional bank? Well, if you go back to the reason why Newbank was founded, it started more from a kind of a human angle, trying to sort a pain point of customers versus just like trying to figure out how to better optimize financial assets in an industry. Our founder Ray David, he had recently moved to Brazil and he tried to open a bank account and he tells that story that he got stuck in one of the bank branches within the security features that we have in Brazil to enter the branches and then he received a very poor treatment, right, and he had a very hard time just to get his account opened. And then he went back home and started to understand the financials of that industry, and then he realized that the Brazilian banking industry had one of the highest returns financial returns in the world and one of the lowest customer satisfaction levels in the world. So he said, well, you know, I think there is an opportunity to do something better with technology, and that's how new banks started. So it started from from a thesis in which technology can empower people to do things much much much better and and drive new frontiers of efficiency to industry. We started with the financial services because of that story and also because it's a massive profit pool in the region. Uh, but as we think about the way we intend to um continue to evolve our product, we see it more as a consumer, a consumer platform that starts with financial services, which is a very highly engagement, highly engaging um set of journeys within within our customers' lifestyle, but we, we want to go beyond that. And uh and to leverage the very, very strong efficiency levels that we delivered in the financial services industry, the very high levels of the NPS to expand the boundaries of of our product. OK. Um, speaking of new boundaries, New Bank has announced it will pursue a national bank charter in the US. Uh, do you see that new bank's model, which has thrived in Latin America, succeeding in other markets? So our thesis about uh digital banking has always been a global one. When we look at the pain points and uh and the sources of efficiency that the industry, that especially the retail banking industry can deploy across geography, it's true that they are very similar. Of course there are regulatory specifications that are very market specific that are, you know, competition, um, dynamics that are very uh geography specific, but we do believe that there is a common backbone for the thesis that can be deployed across markets. Um, we continue to be focused on our car markets for now which are Brazil, Mexico, and Colombia in which we have already more than 120 million customers, uh, but we're buying the optionality right and we're filing for them. For the regulatory license as you mentioned, uh, because we do believe that in in a certain moment in time we we have the intention to expand beyond Latin America and of course the, the, the US market is a big one so now is the right time. To do this expansion. Correct, I think we're, we're we've learned a lot in terms of how to take our thesis from Brazil to others with Mexico and Colombia also evolved our platform and therefore, uh, we're kind of taking the initial steps to go beyond Latin America, as I mentioned, right, so we don't have a specific date, uh, for any launches. In the US at this point in time, but the license is a first step for us to to buy this optionality and to to be ready to potentially scale an operation here in the future with all the regulatory um uh boundaries and and and foundations that is required to operate a bank in in such a market so we're we're we're taking a step we know these processes typically take long, right? We have some experience with that. Uh, in our Mexico operation and uh that's why we kind of we we decided to move forward with that step. What are some of the global trends that are shaping growth and banking, um, in the tech sector? Right, so, um, I think there are, I, I would highlight 3 at least 3 big trends. The first one I think is the emergency and the consolidation of real-time payments. If we think about the role that this, uh, this, this type of technology and product has played in the market like Brazil, uh, it, it, it has been completely transformational, and we are seeing the same level of, of, of impact and the same trend to be deployed across different markets in which we operate and even markets we do not operate. So the Brazilian central bank released Pigs, right? PIs is the name of the real time, um, payment, uh, system in Brazil. I think if I'm not mistaken, I think in late 2020 and the amount of adoption and the innovation that just came through this this new rail that is much more efficient and much more secure to customers to transact has been massive. The replacement of cash, uh, the increased visibility about transactionality across parties in general, uh, the ability to include new people into the financial system. And allow them to have access to credit because their transactions are just much more visible to the system than it was before just to name a few of the and the removal of taxes right and and fees in general that historically have been extremely high, uh in in under the countries under development. Um, so we, we do see a lot of that. We try to shape this new regulatory trends in every market that we go as, as an example, for example, in Brazil today, 1 of every 4, fixed transactions go through new bank, so it's, it's a massive impact right if you think about the amount of the. Brazilian economy money that is flowing through Rios is just very impressive, and we're taking the same step. For example, as we launched Bre in Colombia and as the regulatory framework also also moves into that direction in Mexico, which are economies that in general have a much higher cash participation in Brazil. Uh, and therefore we expect the impact to be even larger than what we, what we aspire, what we observed in, in our first market. The second trend, of course I couldn't go without speaking about AI, and we're gonna talk a little bit more about that, but new bank emerged with this new business model in the era in which the mobile interface, the app-based interface become. Uh, super important and what's so in terms of relevance, um. Uh, in our customers' lives, and now we're seeing that AI can change the interface, also change the way that every all the kind of the processes and the domains, the core domains in banking can be managed credit fraud management, transactionality just to set some examples and, and, uh, and also in other domains that are more um industry kind of more generalizable across the industries like marketing, CAs and etc. So we're, we're investing a lot in in both understanding which kinds of partnerships we can do, but also in deploying in our own our own internal AI capabilities, uh, to be deployed across all these domains. What are customers looking for when it comes to AI? What, what, um, pain points do they have that AI could possibly ease or, or tell us a little bit about that. I honestly think that customers don't care if it's AI enabled or not. I don't think they do. I think customers just want to have the best experience possible and the highest level of personalization possible in every interaction that they have, so we see AI more as an additional tool that we add into our tool kit to deploy improved experiences, new levels of. Efficiency and uh and also to give access to some of the products and experiences that were not scalable before AI versus making it uh a first and foremost customer value proposition because I think people just want to get their their problem solved and so it's less important to them how but more in terms of it's what matters to them the most is the quality of of the interface and the experiences they share. So a process that has uh that uses AI that makes it more user friendly is the interface part. I think it's, it's a lot of things, right? I think the interface is one piece. I think they are kind of if we if we shift from a graphic interface to more conversational interface we need through text or voice, there are some experiences that are gonna get that get substantially better, some other experiences that are gonna get worse. So it's again it's a new, uh, it's a new tool in the toolkit. But I would not say that this is the only thing that would change the game if we think about predictive AI and the applications that we are already seeing in credit management, in collections, in fraud management, in cross selling and life cycle management. There are even in kind of asset portfolio optimization. Those are real applications. That we historically have have done through machine learning models, but now with the new techniques that AI allows us, we take it to the next level and finally I think there's the whole agenda on generative AI that can be applied on customer uhcus. Customer experience customer service, uh, marketing, right, we're doing a bunch of our marketing assets and our AI developed right versus, uh, you know, if you look back in 12 years behind, we would be doing a lot of manual work through the marketing agencies now everything is much more automated, uh, so you know I think it's not just the interface there's much more that we can do. The interface is one of them. Like voice banking is something that we are experimenting with. We're launching like real time payments through WhatsApp. WhatsApp is the primary chat platform in in Brazil, and we're doing about um uh a huge amount of transactions already just using. Voice that is of course AI enabled just just to name one of the interface specific examples. What's an example of voice payment using AI? So if you go, we have um either in our app or in our on our WhatsApp channel you can go and say, OK, can you send $50 to Cheryl right now? Of course. Can you confirm if it's uh Cheryl Strata? Yes, that's it. OK, you authenticate and then the money flows through, then Cheryl gets the receipt. Instead of having to type the transaction open the app, it's embedded in the conversation. How do you determine what AI agents are best used at Newbank? So I think we talk a lot about AI, but the truth is that we're seeing that the technology is too maturing in terms of the applications. So we have at least two big lanes in which we're experimenting with agents. One is more on the internal productivity that, uh, you know, how the agents can help. Our employees to be more productive, the engineers to code better and debug uh faster or to run analysis or to write reports and all these kinds of applications. And then I think the two core applications that we see for agent take uh AI more on the customer facing and. Our own customer service, uh, and of course kind of, uh, deflecting it and and serving the more uh the the the the most the most simple kind of contact reasons for our customers and also in marketing. To just be able to for example provide a brief for a campaign or to um synthesize findings from multiple different researches that we have done uh or to synthesize all the the listening that we get from our CX and social media channels and translated into customer insights. Uh, so those are just some of the examples that we see, but again, what we're trying to do is to deploy the technology in multiple different use cases and see where it matures faster, right? And then we scale because the truth is for certain applications it's much more effective and precise versus other applications. This is. Going to change fast. That's why we keep our options open and we try to have this 1000 flowers trying to bloom at the same time so we don't, we don't lose the timing of the of the transformation. But you have agility. We do, we do, we do, and we make, of course some of our experience fail too, and it's fine, right? I think it's part of the of trying to stay ahead is also incorporating the fact that you're going to have some level of inefficiency and fail in the short term. I wanted to talk a little bit more about customers, um. That's the heart of your business. Um, before I become CEO last year during your tenure as Brazil County manager, New Bake added 24 million customers and introduced more than 50 new products. How do you stay on top of what the customer wants it's really hard, right? I usually say that when we reach a certain level of scale, it's very easy to connect with the numbers and to disconnect with the people, uh, so I think it's, it's, it's a lot about humiliating. And staying grounded with the reality of the facts. So what I try to do is to really stay close to the customers and live real life, right? Of course the life of a CEO is very different from the average Brazilian customer that I have, but I try to stay connected to the people the the the more that I can and also have my teams leave the reality of customers the more that they can, uh, that that's, that's not easy, but I think it's a, it's a constant exercise of humility and connection that we have to do. Because again to empower hundreds of millions of people in Latin America, uh, it requires a level of humility and detachment from your own reality as an executive that is not small, and this is a constant exercise that we all try to do to put ourselves in the shoes of the customers within their kind of lenses of how they see life, not how we see life, to try to to provide the best solutions to them. Thank you. uh, in our last, uh, minute, do you have any career advice that you'd like to offer since we are NPW? All right, uh, this is a big question given the audience, but I, I think given that we are in a women leadership forum, I thought the best tip I could offer is is also kind of a personal reflection. I think all of us have, um. Strengths and weaknesses, it's part of any human being's kind of identity, and I think we get disproportionately more judged as women. So for us it's super important to find places in context, context in which our strengths are celebrated and not tolerated so that we can really unleash our maximum potential as leaders. Olivia, it was a pleasure speaking to you. Thanks again for traveling all the way from Brazil. Thank you. Thank you for having me. Thank you.

Julia White has made her mark across the tech landscape. For almost two decades she rose through the ranks at Microsoft becoming Corporate Vice President. She left to be the Chief Marketing & Solutions Officer at SAP. Now, almost a year into her tenure as Chief Marketing Officer for Amazon Web Services, Julia joins Ruth to talk about why she’s “addicted to tech,” what values leaders need to succeed today, and how human creativity will become key in an AI-driven marketing world. 

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