The Leadership Lab Impact class engaged in an inspiring and candid conversation with Jean Latorre P’12, ’14, ’19, former chief investment and corporate economist at Aetna, former executive vice president and chief investment officer at Guardian Life, and longtime KO board member. Latorre, who built a remarkable career in corporate finance during an era when few women held executive positions, shared lessons learned from her journey and offered timeless advice on leading with authenticity, building trust, and navigating both professional and personal challenges.

When asked whether she ever felt different as a woman in a male-dominated industry, Latorre paused and reflected on how her perspective evolved. “It was mostly men in the business when I started,” she said. “But I never felt I had to be one of the boys. There’s power in being who you are. I was comfortable being a woman, and I didn’t want to change that to fit in.”

She told students that leadership begins with authenticity — being grounded in one’s identity rather than imitating someone else’s. “It’s not that women are more powerful than men,” she explained. “Because I was owning who I authentically was. That’s what gives you power. You are different from everyone else. Trying to be something you’re not, it’s going to be difficult.”

Latorre underscored the importance of open communication and feedback in building effective teams. “You can’t read people’s minds,” she said. “Leaders should give ongoing feedback — both praise and constructive criticism. The truth is, you should be talking with your team members all the time and giving specific examples. I don’t do public hangings.” She said to give praise publicly and criticism in private.

Her approach to leadership, she explained, was rooted in mutual respect and trust. “Sometimes you teach people how to treat you. If you treat others with respect and professionalism, that’s usually what you’ll get back.” She said to build trust you need to lead by example, and perform what you say you’re going to do.

One of the guiding principles that shaped her leadership came from Aetna’s former CEO, Ron Williams, who told his team to “assume positive intent.” Latorre said this phrase became a personal mantra. “It’s a great mindset,” she told the class. “If you assume people mean well, even when you disagree, it changes how you react. You can use that in school, at work, or with your siblings. It softens conflicts and opens up communication.”

Latorre spoke candidly about a difficult moment during the 2008 financial crisis that became one of the most defining lessons of her career. “At the time, my team managed $70 million in Lehman Brothers bonds. I had a bad feeling — I thought we should reduce our exposure — but I didn’t press hard enough,” she admitted. “When Lehman collapsed, it was an expensive mistake.”

That experience, she said, taught her that leadership sometimes requires conviction and courage to speak up. “If something feels wrong, say it clearly and stand by it. I learned to trust my instincts and to push harder when it mattered.”

For Latorre, leadership has never been about titles or hierarchy. “Everything you do shows who you are as a leader — how you treat others, how you respond under pressure, how you carry yourself,” she told students. “Leadership is about relationships. It’s about integrity, empathy, and trust.” Much of her understanding of relationships came from her father’s wisdom, who told her, ‘Don’t ever think you’re better than the janitor.’

She explained that parenting, more than any executive training, refined her understanding of leadership. “When you’re a parent, you learn that every child is different — what motivates one might not motivate another. The same is true at work. You have to understand what drives each person, not assume the same approach works for everyone.”

Latorre’s honesty about self-doubt resonated deeply with students. “There were so many days I thought, ‘Today’s the day they’ll figure out I don’t know what I’m doing,’” she confessed with a laugh. “That’s called imposter syndrome — and I had it often. Even now, I sometimes do. But you keep going. You put one foot in front of the other and remind yourself that you’ve earned your place.”

She also acknowledged how overwhelming the balance between work and life can be. “I used to work full days, attend meetings and dinners, then come home to my kids, dinner, laundry, and homework. I look back now and wonder, how did I do it?” Her answer, she said, was perseverance and perspective. “Everything worth having takes work. You just keep showing up.”

When asked if she had any regrets, Latorre said her biggest lesson wasn’t professional — it was personal. “I learned early to set boundaries. After I had children, I stopped going to evening dinners unless absolutely necessary. Work will always be there, but family is irreplaceable.” She emphasized that true success is about balance and fulfillment, not titles or paychecks. “The most important thing is knowing what matters to you — and protecting that space.”

Students also sought her guidance on entering the workforce. “How do you stand out without bragging?” one asked. Latorre said. “Do great work and let your results speak. And don’t be a complainer. Your first job might not be glamorous — act like you love it, do it well, and that’s how you move up.” On networking, she was emphatic. “It’s crucial. So many opportunities come from who you know — and who knows you. Talk to people, make connections, and be kind. People remember kindness.”

Latorre closed with encouragement for students unsure about their future paths. “You don’t have to have it all figured out,” she assured them. “I didn’t. I just tried to be really good at whatever job I was doing, and that opened new doors. Focus on what’s in front of you, do it well, and opportunities will come.” Her final message was simple but powerful: “Have fun. Find joy in what you do. Life is long — too long to spend it being miserable. Even when work is hard, try to find the light in it. You are the author of your own story. So make it a good one.”