The 2023 Women Leaders in Consulting: Erin Lentz

Erin Lentz is a partner in the Risk Advisory Services practice. Located in Charlotte, Erin has over 15 years of experience leading large, complex risk and regulatory compliance engagements and assisting clients with compliance audits, internal investigations, fraud risk assessments and regulatory remediation. Erin has led internal investigations related to embezzlements, financial statement fraud schemes, accounting improprieties, and other allegations of fraud and misconduct. Currently, Erin is the lead engagement partner overseeing a team of 90+ colleagues to help validate the remediation of a major regulatory enforcement action related to operational risk, compliance and governance matters.

Additionally, Erin served as the primary engagement leader for the compliance validation work performed for the Office of Mortgage Settlement Oversight where she managed the on-going testing of compliance per the National Mortgage Settlement agreement between the State attorneys general and one of the Nation's largest mortgage servicers. Erin is passionate about serving as a mentor and leader in her community. She leads the Charlotte Women @ GT program and serves as a Dean in Grant Thornton's Senior Manager Academy, helping senior managers prepare for future leadership positions.

What do you consider your greatest personal or professional achievement?

One of my greatest achievements has been to see my colleagues grow, especially those I have mentored. Seeing a mentee develop professionally by taking on bigger and better projects and roles is an absolute joy. Something I have also always been proud of is how long my team has been with me. Whether it's my leadership style, the nature of the projects we have worked on together, or the mix of people — whatever it is, it's working. Our projects tend to last multiple years, and the ability to keep a consistent team together helps build deep and meaningful relationships with each other and our clients. Because we stick together and work on these long projects, we truly get to know our clients' businesses, priorities, and how to make them successful. We have been together a long time, seen each other grow and it has been a privilege to do so. I like to think the longevity of my team, our client success rate and the general comradery we have means I'm doing something right.

What's the best advice—consulting or otherwise—you've ever received?

It's surprising the things that will stick with you. Years ago, a former Grant Thornton partner said, "If you don't worry about who gets the credit, there is no limit you cannot achieve." It really drives the point home that collaboration is key. Consulting tends to be a metrics-driven business, but by focusing on collaboration, we are more likely to achieve the best outcome for our people, our clients and the firm. By leading with collaboration versus focusing on my individual metrics, I have been a part of some of the largest and most interesting projects in our advisory practice. Making people feel valued and helping them succeed is a big reason why our team has stuck together for so many years. What advice would you give to a female consultant just beginning her career?

The advice I would give to female consultants starting their career would be to ask a lot of questions and to find a mentor. Get in touch with people who seem "untouchable." I hear too often that people are hesitant to reach out because they assume I'm too busy. I love when people reach out and seek mentorship, it is the best part of my job. Remember that partners eat lunch too! Get to know us, raise your hand, reach out, ask the questions, get to know people and have people get to know you.

I often remind people that when it comes time for promotions and end-of-year reviews, how am I supposed to pound the table for you and get you to the next level if I don't know anything about you? The base of a good mentorship is a good relationship, so build on that. I need to know you so I can know how to help you develop. I want to know your interests, who I can connect you with, etc. No matter what, your bosses are people — treat them as such and start building those relationships.

What does this recognition mean to you?

This recognition does not just mean a lot to me, but it means a great deal to my team. We have put in plenty of hard work finding solutions to our client's problems, and even though I take the lead in most of those decisions, the fact is that my success and the success of our engagements is a direct result of the dedication and hard work of my team. This recognition is exactly that — a recognition and appreciation of all the hard work we have done over the years.

I would also like this recognition to be an example and inspiration to others. I have been working with my team for years and they have grown up with me. I have been a partner for nine years and I always think "who's next?" How do I get more people to stay in this profession, help develop the next round of leaders and make sure those candidates are from a diverse group of people? When I first started doing this job 15 years ago, I was one of only a handful of women and now there's much more representation and allyship. The more I can show that our work is important and help others believe that they can be successful, the more I can inspire other women leaders to carry the torch.