Dolly Kripalani

I attribute my success, first and foremost, to my family — particularly my husband, who has been my pillar and my rock. Without their belief in me, I could not have achieved what I have. Throughout my career, especially while raising children and navigating life's many demands, having a strong support network made all the difference. Beyond my family, I am deeply grateful for the mentors and colleagues who guided me — two individuals in particular were instrumental in my early career and in helping me make the transition from director to VP level. Understanding what that progression truly requires and having people in my corner who could help me navigate it was invaluable. I could not have done it without them.

The best career advice I ever received came from one of my mentors, who told me that perception is reality. At first, I questioned it — in a numbers-driven field, I believed the results spoke for themselves. But he helped me understand that while your metrics serve as your report card, how others perceive your reliability matters just as much. If you miss even one paycheck or one earnings date, your company's reputation can be permanently affected. I now hold that principle as gold. It guides every decision I make. Just recently, when preparing to go live on a new timekeeping system, I made certain the team understood that even one error needed to be surfaced before the cutover — not after. That's a piece of advice I genuinely pay forward to everyone I mentor.

My advice to young women entering this field is to invest equally in both your technical skills and your business acumen. Technology can be learned — especially if you have an aptitude for it — but the business mindset is what allows you to implement it with real impact. Seek out mentors who can offer honest guidance and give you perspective you can't get from a classroom. Prioritize hands-on experience on both sides of the equation so you can see the full picture and bring meaningful solutions to the table. The professionals who will truly stand out are those who can bridge the gap between business needs and technology capabilities.

Technology is moving faster than at any other point in my career. While we have always said the pace of change is accelerating, we are truly in a pivotal moment — particularly with the rise of artificial intelligence. The most significant challenge I see is talent: finding and developing people who can genuinely harness technology in service of business outcomes. The professionals who will excel are those who understand both sides — the business and the technology. Hiring individuals with strong business backgrounds, such as finance or accounting professionals who also have a knack for technology, can be incredibly effective. The deeper opportunity lies in how senior leaders invest in growing that talent — not only by bringing in new graduates, but by giving them the exposure, perspective, and mentorship needed to understand how business truly operates.

Trust and accountability are the values I hold most dear, both professionally and personally. I believe deeply in doing what you say you are going to do — and not waiting for someone else to hold you accountable. I hold myself accountable first. I carry this into how I parent as well: I tell my children that doing the right thing when no one is watching is the truest measure of accountability. If something goes wrong, I would always rather someone come to me directly and own it. When I find out later that something was withheld, the trust is broken — and that is far harder to rebuild than any mistake. These values are not just principles I follow; they are the foundation of how I lead and how I live.