Pure product of Corporate America, Marianne started her career in Arthur Andersen, before joining General Electric Europe and finally becoming global CFO of one of the business unit of a Shell International Petroleum at the age of 35. Throughout her career she has been exposed to the best leadership training possible and highly instrumental in developing leaders within and outside her own organisations.
About 2 years ago, Marianne decided to start a more entrepreneurial and impactful chapter in her career. She moved to Hong-Kong, wrote the book for the Financial Times about leadership and created Lead the Future (LTF) an umbrella brand that includes:
* LTF-People- a leadership consulting firm- focusing on ''Emerging'' leadership as in emerging economies (Asia, Africa, LATAM), business models (companies in transformation) and demographics (young leaders and women).
* LTF- Capital a financial advising platform addressing two of the most strategic and up and coming trends Energy and Lifestyle Investments.
* And soon to be created LTF-Ideas - a thought leadership platform, that will reconcile business and people and will ultimately become a publishing house.
She also seats on the board of several start-ups and investment funds and is a very active Angel investor.
Her objective is to act as a catalyst of ideas (via the writing), businesses (via the advising) and of people (via the leadership consulting) to contribute to the emerging of a new and better world.
She is a regular contributor to the Independent, the Huffington Post and hosts a monthly Alternative Investment column for Global Corporate Venturing publication.
She was also quoted by the Financial Times Service: Ignites Europe, as an expert in their article "People Feature: Female directors get €65k less in bonuses":
«Ms Abib-Pech, meanwhile, says women should work on differentiating themselves rather than competing with male colleagues.
"Building a strong professional brand - what they stand for, what they bring to the table, what they are associated with - is essential. The brand should transpire through everything they do and how they do it," she says.
However, it is also important that asset managers look to address any gender bias that exists, experts say.
Ms Abib-Pech says firms should look to provide training on the unconscious bias - to make people aware they may be making snap judgements without ever realising.
Firms should also make sure women are on the panels that decide bonuses. "For more equal pay you need more women weighting in the performance panel. For more women to be part of the performance panel, you need more women in executive positions," she says.
Paying women the same bonuses as men who are doing the same role is not simply about being fair. There is a business case for treating female employees like their male counterparts - studies have shown that firms with greater levels of diversity perform better.»