Ling Hu-Kramer

Background

About Ling Hu-Kramer

Ling Hu-Kramer is a C-suite transformational leader with decades of experience excelling at best-in-class firms (e.g. Bridgewater Associates, McKinsey & Company, Goldman Sachs) through leading and collaborating with remarkable colleagues. She graduated top-of-the-class from Princeton University and Harvard Business School. Ling is available to join the Boards of for-profit firms in PE, Financial Services, Professional Services, etc. looking to build/grow/change. She seeks open-minded collaboration with agile, down-to-earth, and result-oriented leaders. She is committed to a meritocratic culture where humbleness and pragmatism are signs of strength. From 2005-2020, Ling’s responsibilities grew quickly at Bridgewater Associates, the world’s largest hedge fund. As Chief Transformation Officer reporting to industry-leading CEOs, including Eileen Murray, Ray Dalio, and David McCormick, Ling’s unique blend of values, abilities, and skills made her indispensable, especially in too-critical-to-fail change initiatives that required collaboration from the whole C-suite and buy-in from the Board. As a result, she has extensive experience presenting, negotiating, and working with the Board, CEOs, C-suite members, strategic vendors, and consultants on strategy, finance, risk and technology issues. Her only agenda is help teams achieve business goals through mutually beneficial solutions. Her decade-long enterprise portfolio of successful transformation initiatives included CEO transitions, financial restructurings, outsourcing of middle/backoffice functions, extensive multi-party contractual agreements, corporate policy change management, and pivoting corporate real estate portfolios. To do so, she pioneered the firm’s first cross-business team of program managers who needed to integrate silos across business units, ultimately replacing external consulting firms. Her caring yet competent mentorship has attracted and retained diverse top talent who today have become impactful C-suite executives themselves internally and externally. Throughout her career, she took on strategic and P&L roles in 7+ business units (research, portfolio analytics and counterparty risk during the 2008 financial crisis, operations, finance, corporate technology, corporate real estate, facilities during COVID, etc.). She is known to quickly gain threshold understanding of the situation across a spectrum of topics, systematically put order to chaos, aligning teams against a unified goal and business plan, and finally onboarding C-suite executives once in steady state.