Emmanuelle Dellanoy Interview

What initially drew you to math as your major?

Honestly, rebellion. When I was growing up, there was a quiet assumption that boys did math and physics and girls did languages or literature. No one said it outright, but it was in the air. That bothered me. I didn’t like being told, directly or indirectly, that something wasn’t “for me.” So part of choosing math was proving to myself that I could.

At the same time, I was considering architecture. I liked structure, design, logic, and problem-solving. Math felt like the foundation underneath all of that. Then I went to a French school, where the academic culture is very rigorous. Math and physics were considered the hardest tracks, the ones “serious” students did. That environment reinforced it. Over time, math stopped being rebellion and became identity. I liked how clean it was. You either reasoned something through correctly or you didn’t. That clarity appealed to me.

You also minored in German studies?

Yes. At the time, I thought I might pursue a PhD in math. Many top math programs expected students to be able to read research in French, German, or Russian because so much historical mathematics was written in those languages. So the German minor was partly practical, partly intellectual curiosity. It also taught me something important early: technical skill alone isn’t enough. Communication, culture, and language open doors in ways raw technical ability cannot.

What made you want to go to business school and get an MBA?

After undergrad, I went straight into finance. Back then, the MBA was the primary way to accelerate your career in business. But I wasn’t interested in doing an MBA just to tick a box. I specifically wanted the Wharton dual-degree program because it blended finance, strategy, and leadership. I saw it as a way to broaden myself beyond pure technical thinking.

Math teaches precision. Business school teaches ambiguity. Real life sits in ambiguity. That combination turned out to be very powerful later in my career.

What did you want to do straight out of college?

I didn’t have a grand plan. I fell into an opportunity. I got an offer from a small New York firm that worked between institutional investors and trading desks. It was fast-moving, high-stakes, and I learned more in a year than I could have learned in three years in a structured program.

Looking back, that’s a pattern in my career. I rarely followed a straight line. I followed interesting problems and good learning environments. That first job taught me that careers are built step by step, not decided all at once.

What did you want to do out of business school?

At first, I thought I wanted to be an equity analyst focused on luxury retail. Very specific, very niche. But as I learned more, I realized I didn’t want to lock myself into a narrow track too early. I wanted to understand how whole businesses functioned.

Consulting gave me that. Strategy, operations, finance, leadership, organizational behavior. I wanted to see many industries and many problems before committing to one. That decision paid off because it gave me flexibility later when opportunities came that didn’t exist yet when I graduated.

Why did you move to the job you’re in now?

Over time, I realized I cared less about climbing a conventional corporate ladder and more about doing work that had broad impact. I now work for a sovereign investment organization that invests public funds on behalf of the Australian government. That means every decision affects real people, not just shareholders. It combines finance, policy, long-term thinking, and responsibility. That mix keeps me intellectually engaged and aligned with my values.

What perspectives from your early career still guide you today?

First, take calculated risks. Safe choices feel comfortable but rarely change your trajectory. Early in my career, I left a stable consulting path to join a Silicon Valley startup after collaborating with them on a project. It was uncertain, off-path, and risky. But it gave me entrepreneurial experience, leadership exposure, and credibility I still benefit from today. If I hadn’t tried, I would always have wondered “what if.”

Second, nothing is wasted if you learn from it. Careers are not linear anymore. What looks like a detour often becomes your differentiator later.

Third, relationships matter more than almost anything else. Skills get you in the room. Relationships keep you in the room.

Did you have mentors early on?

Yes, several. One in particular was very blunt. She told me, “You have no poker face. Fix it.” No one else would say that. That kind of feedback is gold.

Another mentor pushed me to think honestly about what I was good at versus what I thought I should do. Early in your career, you still need to do the hard yards. But long-term success comes from aligning talent, interest, and opportunity. Mentors help you see blind spots you can’t see yourself.

What influenced your biggest career decisions?

Trusted sounding boards. My husband. A few mentors. And my own internal question: “Do I want to live the day-to-day life this role creates?” Titles are temporary. Day-to-day experience is permanent. Culture, mission, and the nature of the work mattered more to me than hierarchy.

What qualities do young leaders need most?

Adaptability. The job you’re preparing for may not exist by the time you graduate. So the ability to learn quickly, re-skill, and move across domains is essential.

Second, empathy. AI will replace repetitive analysis. It will not replace trust, persuasion, collaboration, or human judgment. People who understand others, listen well, and navigate complexity with emotional intelligence will always be valuable.

How do you think AI will affect finance jobs?

AI will absolutely reshape them. Many analytical and rules-based tasks will disappear or be radically accelerated. That’s inevitable.

But the highest-value work in finance is not number-crunching. It’s framing the right questions, making judgment calls under uncertainty, aligning stakeholders, and deciding when to act. AI can inform those decisions. It cannot own them. People who learn how to work with AI instead of competing against it will thrive.

What’s the most valuable skill you’ve gained?

Listening. Real listening, not waiting to speak. Early in your career, success is measured by output: speed, accuracy, intelligence. Later, success is measured by influence: can you bring people with you, align them, and earn trust. Listening is the foundation of that.

What still guides you from your early career?

Work hard, take responsibility, and speak up when you’re stuck. Silence kills progress. Asking for help is not weakness; it’s efficiency.

Final advice for college students, especially math students?

Math is one of the best foundations you can have. It keeps doors open across finance, technology, engineering, data science, research, and policy.

Early in your career, choose roles that stretch multiple muscles at once. Jobs that expose you to different industries, teams, and problems give you optionality. You will not have a linear career. That’s normal now. The goal early on is not to “pick the perfect path.” The goal is to build a toolkit that lets you pivot when opportunities appear.