A trailblazer at the intersection of AI, Data, and Innovation, Konstantina brings over 15 years of experience in the Data and Analytics space across diverse industries. With expertise spanning Business Intelligence, Marketing Intelligence, Machine Learning, CRM Operations, and Generative AI, Konstantina has a proven track record of transforming technology-driven insights into measurable business outcomes. Currently leading AI and CRM Sales Enablement at Schroders, a global asset and wealth management firm, she has spent the past five years driving the transition from support functions to revenue-generating powerhouses. Under her leadership, high-performing teams have delivered innovative AI applications globally, enhanced operational efficiency, and contributed multi-million-pound net new revenue annually, while showcasing the value of technology in Sales, Marketing, Product, and Client Services.
As a member of the Client Group AI Steering Committee, Konstantina oversees the implementation of cutting-edge AI solutions, predictive insights platforms, and CRM operations, ensuring alignment with strategic objectives. This includes spearheading the global rollout of Generative AI applications, delivering significant cost savings and operational improvements. An accomplished keynote speaker at leading industry conferences across Europe, she is also a passionate mentor and advocate for women in STEM, neurodiversity, and inclusive leadership. Konstantina thrives on pushing boundaries, empowering others, and creating meaningful impact. From pioneering AI-driven business transformation to fostering the next generation of leaders, Konstantina is committed to sparking innovation and redefining possibilities across the asset management industry and beyond.
Recently, in an exclusive interview with Digital First Magazine, Konstantina shared her professional journey in AI and CRM, insights on the future of work in the asset management industry, personal role model, significant career milestone, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.
What inspired you to pursue a career in AI and CRM?
I never set out to build a career in AI and CRM—this is simply how life unfolded. My journey into data began unexpectedly when I was asked to help deliver a Data Warehouse. At the time, I had no formal training, so I had to teach myself SQL. That process was my first real exposure to the power of structured data, and it sparked something in me. I realized that data wasn’t just numbers—it was a force for transformation, capable of shaping strategies, influencing decisions, and unlocking business value.
As I delved deeper, I saw how analytics could drive action. The idea that data wasn’t just meant to be stored, but used to guide decision-making, resonated deeply with me. It matched my personality—structured yet innovative, methodical yet bold. Over the last 15+ years, I’ve taken on various roles, each building upon the last, evolving alongside the industry. Today, I lead AI and CRM initiatives that enable our Sales, Marketing, Client Services, and Product teams, embedding foundational data and Agentic AI to enhance client engagement and drive better outcomes for our shareholders.
I didn’t set out on this path with a clear destination in mind. Instead, I embraced change, sought out challenges, and followed the pulse of innovation. As technology advanced and the industry shifted, I didn’t just adapt—I positioned myself at the forefront, driving the transformation rather than being carried by it. Every challenge became an opportunity to learn, every role a stepping stone to something greater. Looking back, I can now see that every decision, every risk, and every lesson was shaping me for exactly where I am today—leading AI and CRM initiatives that redefine client engagement and create lasting impact.
What do you love the most about your current role?
Being at the forefront of innovation is something I have always aspired to, and today, I feel we are true pioneers in the industry. At Schroders, we are one of the first asset management firms trialling Agentic AI to streamline our Sales, Marketing, Product, and Client Services operations. This is groundbreaking work, and every day presents new challenges, but that is exactly what makes it so exciting.
What drives me the most are those moments of transformation—when our users try out a functionality they asked for and give us the thumbs up to scale it, when the team rallies together to solve a challenge, or when we look at our usage statistics and see adoption rising because what we built genuinely helps our users. We are saving them time, simplifying their workflows, and giving them back space to focus on what truly matters—building relationships with clients. That’s the real impact of AI—not just automation, but empowerment.
But beyond the technology, what makes this journey truly fulfilling is the people. The collaboration, the energy of a team coming together, challenging each other, and shaping the future—this is something I would never trade. Innovation is not just about what we build, but about how we build it—together.
“The strength of the team is each individual member. The strength of each member is the team.” – Phil Jackson
This is the mindset that defines everything we do.
Can you share your perspective on the future of work in the asset management industry?
The asset management industry is undergoing a fundamental transformation, driven by technology, evolving workforce dynamics, and shifting market demands. To remain competitive, firms must embrace innovation while ensuring their talent is equipped to navigate this rapidly changing landscape.
Here are some pillars where change is inevitable, in my personal view:
- The Rise of AI, Automation, and Data-Driven Decision-Making
AI and predictive analytics are redefining how asset managers operate, enhancing investment strategies, streamlining processes, and unlocking new efficiencies. AI-driven insights allow firms to personalize client experiences and make faster, more informed decisions, while automation reduces manual tasks, enabling teams to focus on higher-value activities. Blockchain is also emerging as a disruptive force, facilitating asset tokenization and broadening investor access to traditionally illiquid markets.
- The Evolution of Work Models and Talent Expectations
Hybrid work is becoming the norm, but firms are recalibrating the balance, recognizing the benefits of in-person collaboration for culture and innovation. At the same time, the skills required in asset management are evolving. Adaptability, digital fluency, and strategic thinking are now essential, as AI reshapes roles and automates repetitive processes. The firms that invest in upskilling and fostering a culture of continuous learning will be the ones that thrive.
- The Shift Toward Private Markets and Alternative Investments
With increasing investor demand for private equity, real estate, and venture capital, asset managers are expanding their expertise in these areas. The rise of alternative assets is reshaping talent acquisition strategies, requiring firms to hire and train professionals who can navigate complex, less liquid markets (Financial News London).
- A Renewed Focus on Diversity, Inclusion, and Culture
Diversity, equity, and inclusion (DEI) remain critical to attracting and retaining top talent. Some firms are restructuring their DEI strategies, emphasizing culture and leadership accountability rather than standalone targets (Financial News London). Building inclusive teams and ensuring diverse perspectives in decision-making will be key to driving innovation and long-term success.
- The Push for Efficiency Through Intelligent Systems
Emerging technologies like IoT-enabled predictive maintenance and integrated workplace management systems (IWMS) are enhancing operational efficiency and asset optimization. These advancements will help firms better manage infrastructure, reduce costs, and leverage data-driven intelligence for smarter decision-making.
The future of work in asset management will be defined by those who embrace technology, agility, and inclusivity. The industry is not just digitizing—it’s reinventing itself. The firms that succeed will be those that balance innovation with human expertise, leveraging AI while empowering their people to drive real impact.
How do you stay current with the latest advancements in AI and data science?
“Live as if you were to die tomorrow. Learn as if you were to live forever.” – Mahatma Gandhi
AI is evolving at an unprecedented pace, and staying ahead requires intentional learning, strategic engagement, and hands-on experimentation. I immerse myself in the latest developments by following thought leaders like Allie K. Miller and Ethan Mollick, whose insights bridge the gap between AI theory and real-world applications. I actively contribute to AI communities, spanning both technical and business domains, where industry professionals discuss breakthroughs, share knowledge, and challenge conventional thinking.
Beyond networking, I stay informed through AI-focused newsletters and industry reports, ensuring that I am always aware of the latest innovations. However, knowledge alone isn’t enough—true understanding comes from applying what we learn. That’s why I dedicate time to personal projects, experimenting with new AI techniques and frameworks. At Schroders, my team and I push the boundaries of Agentic AI, learning from each other as we solve real-world challenges and drive innovation in asset management.
But with constant innovation comes an important balance—at some point, we must pause, assess, and act. AI is a vast and ever-changing field, and while curiosity fuels progress, execution drives impact. There comes a moment where we must stop researching and make the call on which technology to move forward with, translating knowledge into real, scalable solutions.
I am a firm believer in lifelong learning—whether it’s through formal courses, hands-on experimentation, or the invaluable insights of those around me. Curiosity is what propels us forward, but the courage to apply what we learn is what truly transforms industries.
What do you think are the most significant opportunities and challenges facing women in technology and leadership positions today?
The strides made towards gender diversity in technology and asset management are undeniable, yet the numbers tell a different story—these remain heavily male-dominated industries. Women hold just 32% of senior management roles in tech (Grant Thornton) and only 20% of leadership positions in the top 50 asset management firms (Heidrick & Struggles). The disparity becomes even clearer at the highest levels—just 3% of asset management CEOs are women, and in technology, leadership roles such as CIO or CTO see female representation drop to 8-9% (WomenTech).
Beyond the numbers, the challenges remain deeply ingrained in workplace culture. Too often, decisions about a woman’s career trajectory or workload are made on her behalf, based on outdated assumptions—especially for mothers. Throughout my career, I have often found myself as the only female representative in critical data discussions, both internally and externally. This is a reminder of the work that remains in ensuring diverse voices are present in decision-making. The imbalance is not just about numbers; it is about presence, influence, and the ability to shape decisions at the highest levels.
But change does not start at the top—it starts at the foundation. The battle for representation does not begin in the boardroom; it begins in our schools, in our homes, and in the way we raise the next generation to believe they are limitless. It is about the messages we send to young girls about their capabilities, the opportunities we create in early career development, and the mentorship and sponsorship that ensure women don’t just enter these fields—they rise in them. True progress is not just about getting women in the room but ensuring their voices are heard, respected, and valued at every level.
I fight for this change not just for myself, but for my 6-year-old daughter—so she grows up knowing she can lead, she can innovate, and she can stand at any table, knowing she belongs there. I want her to see, firsthand, that success is not about choosing between ambition and family, but about building a world where women don’t have to choose at all. No one will define her limits—just as no one should define mine or any other woman’s. Because when we lift each other up, we don’t just change our own lives—we change the future for generations to come.
Who has been a significant influence or mentor in your career, and how have they helped shape your professional journey?
I’ve never had just one mentor guiding me, but I’ve always been intentional about learning from those around me. When I see a leader who excels in an area I want to strengthen—whether it’s commanding a room with confidence, navigating complex decisions under pressure, or driving transformation with clarity—I take the time to observe, reflect, and incorporate those lessons into my own leadership style. Growth isn’t about following a single path; it’s about continuously evolving, refining, and expanding your perspective by learning from the best.
But if there’s one person who has truly shaped me, it’s my mother. She is the definition of resilience, determination, and boundless empathy. She faces challenges with unwavering strength, always finds a way forward, and never compromises on kindness. These are the qualities I strive to bring into my professional life—I aim to lead with empathy, push forward when things get tough, and always aim to support and elevate those around me.
That said, no amount of leadership experience has prepared me for the negotiations I have with her. Driving AI adoption in an organization? Challenging but achievable. Convincing my mother that I don’t always need a jacket? Now that’s a real test of persuasion.”. If I can handle that level of resilience, I think I’m ready for anything.
What has been your most career-defining moment that you are proud of?
My most career-defining moment wasn’t a promotion, a big project, or an executive role. It was when I decided to start my own real estate company during my maternity leave.
It was an incredible learning experience—challenging, exhausting, and, at times, completely overwhelming. There I was, navigating the most intense personal transformation of my life while simultaneously building a business from scratch. It crushed me in so many ways, yet looking back, it also built me up in ways I never expected. I made mistakes—plenty of them—but I learned more than I ever could have in a traditional role. I pushed myself beyond my comfort zone, took risks, and proved to myself that I could do something entirely new, even under the toughest circumstances.
And here’s the thing—I’d do it again. I probably will. Not in the same way, not repeating the same mistakes, but with the wisdom that only experience can bring. Because the real regret isn’t failure; it’s never trying at all. It wasn’t perfect, it wasn’t easy, but it was mine—and for the time it lasted, it was a success.
Could I have chosen a better time? Absolutely. But sometimes the best moments in life happen when logic says they shouldn’t. And to me, this was one of them.
How do you prioritize your well-being and self-care amidst a demanding career?
Balancing a high-pressure career with personal well-being is a continuous journey, not a fixed formula. I do my best to set boundaries, make time for myself, and focus on what truly matters, but there are inevitably moments when I lose that balance. When that happens, I know it’s time to step back, reset, and recalibrate.
In times of change and ambiguity, although I am a people’s person, I’ve realized that the best conversations I can have are often with myself. Self-reflection and time with my family are my strongest anchors, helping me regain clarity when everything else feels uncertain. I also find balance in books—they give me new perspectives and a much-needed mental escape. And one of the most unexpected yet fulfilling aspects of my well-being has been mentoring others—there’s something incredibly grounding about guiding someone through their own journey, and I often find myself learning just as much in the process.
I also have a personal mentor who helps me navigate change—both in my career and in life—and this has been invaluable. Seeking external guidance isn’t a sign of weakness; it’s a commitment to growth and self-awareness.
One thing I am consciously working on is setting boundaries—not just in time management, but in relationships and communication. I believe in honesty and openness, even in professional settings. There’s often this idea that becoming more senior means learning to be smoother in your interactions, but for me, leadership isn’t about saying the right things—it’s about standing by the truth in a way that fosters trust and respect. Being authentic keeps me accountable, strengthens my relationships, and ultimately, protects my well-being.
At the end of the day, success isn’t just about delivering results—it’s about sustaining yourself in a way that allows you to keep going. And that requires knowing when to push forward, when to pause, and when to draw the line to protect what truly matters.
What are your long-term career aspirations, and how do you see yourself evolving as a leader over the next five years?
“The best way to predict the future is to create it.” – Peter Drucker
The future is not something we passively wait for—it’s something we actively shape. My ultimate goal is to drive impact and positive change for society, and I believe that AI and technology are some of the most powerful tools we have to do that. Whether it’s through automation that frees up human potential, AI-driven solutions that improve decision-making, or innovative applications that redefine industries, I want to be at the forefront of making technology work for people, not the other way around.
Beyond technology, what truly excites me is shaping the next generation of leaders. I have always been passionate about mentorship, public speaking, and sharing knowledge, because the best way to drive lasting change is to empower others to step up, challenge the norm, and create their own impact. Change isn’t just about what we build—it’s about who we lift along the way.
As a leader, I see myself evolving in depth, influence, and purpose. The next five years are about expanding my reach, continuing to challenge the boundaries of what’s possible, and amplifying voices that need to be heard. I don’t just want to navigate the future—I want to help design it, in any shape and form I can.
What advice would you give to organizations looking to adopt AI-driven solutions?
Start with the problem, not the technology. Many organizations approach AI adoption without a clear strategy, which can lead to underutilized or misaligned solutions. AI should be purpose-driven, enhancing business objectives rather than existing in isolation. AI should never exist in isolation—it should be a force multiplier for real business objectives, driving impact where it truly matters.
But AI isn’t just a tech upgrade—it’s a cultural shift. The most successful AI transformations happen when organizations move beyond the hype and focus on usability, integration, and human-centered design. AI must seamlessly fit into existing workflows, making people’s jobs easier, not harder. If it disrupts for the sake of disruption, adoption will fail.
And most importantly—invest in change management. AI won’t replace human expertise, but it will reshape how people work. The real challenge isn’t just building the technology, it’s bringing people along for the journey. Create a culture of curiosity, experimentation, and trust, and AI will become an enabler of transformation rather than just another tool.
The future belongs to the organizations that embrace AI with purpose, clarity, and a relentless focus on impact. Don’t just adopt AI—lead with it.