Spotlight on Ariel Boverman, Nominating Committee Chair

May 22, 2025

Building and retaining leadership and a pipeline for the future


Ariel Boverman is a human resources (HR) professional who has used her expertise to guide executives though organizational change at top firms including Marsh and McLennan, PwC, EY and Wells Fargo Advisors. She represents the Nominating Committee on the FWA’s board, and previously, she served on the board of the Society for Human Resource Management (SHRM). In her free time, Ariel loves engaging with diverse people and cultures and being a tourist in her own city. 


Sherree DeCovny, co-chair of the FWA’s Marketing & Strategic Communications Committee, spoke with Ariel about her background and her role in helping the FWA ensure sustainability through strong leadership.

Sherree: What’s your professional background, and why you chose to go down that path?

 

Ariel: Originally, I wanted to be a lawyer, so I studied political science at Queens College, City University of New York. I was recruited to the Student Faculty Disciplinary Committee, and I was a student senator for four years. I also lobbied in Albany, set policy and participated in panels to hire some senior leaders at Queens College.

 

However, I took a class called “Personnel,” and I fell in love with HR. I like helping people, and that was the focus of HR at the time. Nowadays, HR is all about organizational change, employee engagement, manager, leader effectiveness and risk management.

 

I’m a continuous learner, so I earned an MS in Human Resource Management and Labor Relations at New York Institute of Technology School of Management. In addition, I recently earned a Diploma in Transformational Coaching from NYU’s School of Human Capital Management, and a Diversity, Equity & Inclusion Certificate from University of South Florida, MUMA School of Business.

 

As a young human resources professional, totally engrossed in my job, I knew that if I didn’t develop a network and keep my skills fresh, I would have a problem later on in my career. I joined the New York Chapter of the SHRM and was an active participant for 18 years. I met many people through the multiple functions I performed at that organization. I was voted to the board and ran the Global Human Resources Director Group for 15 years. I organized five thought leadership events a year for 15 years for the most senior global HR professionals in New York. I also served as president-elect for one year.


Currently, I’m on a career break for elder care, but I’m constantly sharpening my knowledge and skills – especially in AI and employment law – so I’m ready to go back into the workforce. As a volunteer, I apply my experience and skills to add value to the FWA’s programs. I also co-lead a weekly executive roundtable with more than 100 executives, facilitating job search and career discussions. This is crucial during these challenging times, helping executives pivot their functional roles and industries.

 

Sherree: How long have you been a member of the FWA, and what was your leadership journey with the organization?

 

Ariel: I’m starting my fourth year as an FWA member, but it feels much longer because I’ve done so much. I joined the organization when I worked at Wells Fargo Advisors, which was a President’s Circle member of the FWA. My first role was to co-lead the Back2Business program, which was designed to help women return to the workforce after a career break. I also joined the Membership Committee because I have a lot of experience in membership and engagement.

 

Within about a year, I had a conversation with several FWA leaders, who thought I would be good candidate for the board. I expressed interest in the Nominating Committee because it focuses on talent and succession planning – a very important HR function. I was elected to the board, and I’ve served as chair of that committee for the last two years. I’m also co-lead for the Pacesetters Leadership Development program.

 

I’m excited by my work at the FWA because I’ve led a team that has contributed to building and retaining our leadership and a pipeline for the future. Putting processes in place to ensure that we’re getting the right leadership is very dear to my heart.

 

Sherree: What skills and expertise do you need to be an FWA board member?

 

Ariel: First, you have to be committed to the FWA’s mission and membership. You need to come to meetings with ideas and be prepared to discuss issues and make decisions. Being a good board member is about building trust and relationships. If you say you’re going to do something, you need to actually do it. You’re expected to contribute your skills, experience and connections to further the FWA’s mission. Finally, you need to be an ambassador for the organization to expand our membership and endowment.

 

Sherree: How did you benefit from your FWA experience, both personally and in your career?

 

Ariel: I’m giving back by contributing my HR experience and skills to a community of female leaders currently working in financial services as well as younger women who aspire to have a career in the industry.

 

In addition, the FWA has enabled me to enhance my leadership skills, especially motivating unpaid professionals to accomplish shared goals for a nonprofit.

 

Sherree: The world has changed a lot over the last few years. What are the FWA’s biggest opportunities?

 

Ariel: The FWA is planning to roll out many new initiatives over the next few months to refresh our programs and activities, as well as enhance our leadership and culture. We embrace innovation to lead change in finance, leadership and women’s advancement.

 

Sherree: What career advice do you have for our current and prospective members? How can the FWA help them achieve their goals?

 

Ariel: Make time to build your network both internally at your company and externally. Join the FWA, volunteer on committees and take leadership roles. The FWA needs volunteers who are passionate, dedicated and want to help us grow.

 

Volunteer leadership provides valuable experience to help sharpen your skills and expand your professional network that advance your career and shape the FWA’s future. Many of these positions offer off-the-job-training for on-the-job-growth. Stretch in a collaborative environment, and be prepared for the next level. 

From Ideas to Impact: The Role of Commitment in Leadership: A Message from FWA President Albana Theka

February 26, 2026
One of the things I value most about the Financial Women’s Association is the creativity of our members. I hear so many thoughtful ideas. New programs. Fresh perspectives. Ways we can continue to grow and evolve as an organization. That energy is a gift and it tells me people care.  At the same time, one lesson I continue to learn as a leader is that ideas are only the beginning. What truly moves an organization forward is what happens next. Often, when an idea is shared, the natural follow-up is a simple question. Who would like to help take this forward? Sometimes there is immediate enthusiasm. Other times, there is hesitation. And that moment is important. It’s not about pressure. It’s about clarity. Many of us are balancing full careers, families, caregiving responsibilities, and personal goals. Capacity looks different for everyone and it changes over time. Being honest about what we can realistically commit to is part of good leadership. The most impactful ideas are the ones that come with a willingness to stay involved. That involvement doesn’t mean doing everything alone. It means helping shape the vision, building momentum, and partnering with others to bring it to life. Organizations thrive when ideas are paired with ownership. When members feel empowered not just to contribute suggestions, but to help guide them toward execution. Even small steps of follow-through create momentum and trust. At FWA, we welcome ideas. We value curiosity and innovation. And we also believe that commitment, in whatever form is realistic for you, is what turns good ideas into meaningful impact. When vision and follow-through come together, everyone benefits. That’s how we continue to build a strong, supportive, and sustainable community.

UAE Boardroom Progress: Governance & Strategy

February 24, 2026
As the UAE continues to grow as a global financial & investment hub, women are increasingly helping shape decisions at the highest levels of business and governance.

Public Power: Women Leading UAE Government & Diplomacy

February 17, 2026
When people think about leadership in the UAE, the public sector is not always the first in mind - yet it's a powerful example of women shaping the nation’s future.

Perfection Is the Enemy of the Good: A Message from FWA President Albana Theka

February 11, 2026
In finance, precision, rigor, and discipline are essential, and they will always remain core to how we operate and make decisions. At the same time, there is an important distinction between maintaining high standards and allowing the pursuit of perfection to slow progress, dilute impact, or prevent action altogether, particularly in moments that require speed, adaptability, and judgment. One of the most valuable leadership lessons I have learned is that waiting for perfect conditions often means missing the opportunity to act when it matters most. Markets move quickly, organizations evolve in real time, and the world rarely presents us with complete information or ideal circumstances. If we wait until every variable is known and every detail refined, we often find that the moment has already passed. Perfection is the enemy of the good. Progress, especially in complex and dynamic environments, rarely comes from flawless execution. It comes from informed decision making, from moving forward with intention, and from being willing to adjust as new information emerges. Most meaningful advances are not perfect at the outset, but they are good enough to create momentum, learn from experience, and evolve into something stronger over time. This mindset is particularly important for leaders, and it is especially relevant for women in leadership. Too often, women are conditioned to believe that we must be fully prepared, fully qualified, and fully certain before stepping forward or making decisions. That expectation, often applied more harshly to women than to others, can slow progress and limit both individual and collective impact. Agility is not about lowering standards or acting without care. It is about being responsive, thoughtful, and decisive in the face of uncertainty. It requires confidence in our judgment, trust in the teams we lead, and the willingness to course correct when circumstances change. Moving fast does not mean moving blindly, it means recognizing that learning and improvement often happen through action rather than delay. At the Financial Women’s Association, we strive to lead with this balance in mind. We are committed to excellence, but we also value momentum. We move forward deliberately, but without paralysis. We test new ideas, listen closely to our community, and continuously refine our approach, understanding that progress is an ongoing process rather than a final destination. As leaders, our responsibility is not to eliminate uncertainty, because that is rarely possible, but to navigate it with clarity, courage, and a bias toward action. When we choose progress over perfection, we create space for innovation, growth, and meaningful change.  Let us continue to lead in this way, with confidence, adaptability, and purpose, supporting one another as we move forward together.
More Posts