We can't afford to let high performing talent just walk away from our companies without providing an opportunity to work through family needs.

Leaking tunnels, congested roads, rusting bridges, and aging railways often mean one thing: lost opportunity from delays and cancellations.

Some infrastructure projects clearly require massive, coordinated investment - interstate highways or a new trans-Hudson tunnel, for instance. Others don't have to. We should be unafraid of pilot projects and learning.

The most common characteristic of childhood building toys is that they snap together in one way or another. Technology is constantly shifting, and we should make sure that whatever we build is interoperable and pliable.

Games are often won or lost on the free-throw line. This isn't about slick moves or great skills. It's about practice, muscle memory, and being able to keep a cool head under pressure.

As a former NCAA basketball player, many of the skills I now rely on as a leader took root on the basketball court: teamwork, integrity, and resilience are just some of the traits I've carried over into my professional game.

You don't have to be the biggest, the strongest, or the most talented player to be successful, but you do need to be a step ahead of the competition.

You don't have to always be the smartest person in the room, but if you listen and absorb what you are hearing, you will be ahead of the game.

When you build your network, keep yourself open to new ideas, concepts, and theories. Some of them may even contradict and challenge long-held points of view. This isn't beneficial only to someone in my profession, but to every line of work.

Disruptors are the ones with a keen sense of how the world is changing and how to get in front of change, driven by curiosity. The disrupted - not so much.

Over the years, I paid careful attention in client meetings and jotted down things that quite didn't make sense. And I had the courage to raise questions and to be skeptical when something didn't add up.

My becoming the CEO is a testament to our long commitment to diversity inclusion. And I intend to really focus and really pay that forward for our future diverse leaders at Deloitte.

We can all think we're discriminated against, and I'm sure many of us are. But I see a ton of optimism in corporate America around the advancement and retention of women.

My confidence came from always needing to compete.

I'm probably a little bit of an outlier for women because I don't believe that you have to self-promote to get where you're going.

Seek out counsel and be a mentor to people, because then they learn how to be mentors.

Sponsorship is sometimes about people behind the scenes who are sitting in rooms determining your assignments and your next career step, and you don't even know who they are.

Ultimately, this is about having fun at work. You want to enjoy your job. You're going to have higher-performing employees.

I was a Division I college athlete, and I grew up with five brothers and two sisters. I've always been a competitor.

We're all drowning in data. We all need moments of recovery. For me, that includes not going right to my phone when I wake up in the morning.

To be sure, technology will change what we do. Tasks that are highly manual, routine, and predictable will be automated. But jobs are made up of many tasks. So the nature of existing jobs will change, and new careers will be created.

I've been fortunate in life to benefit from family, educators, work colleagues, and a set of mentors and sponsors, all of whom did not hesitate to offer and support me with every opportunity to achieve what I set out to do.

In the global marketplace, women remain the most untapped natural resource.

To take women's equality from novelty to norm, we need to change narratives at a societal and individual level.

As you think about the workforce of the future, women and minorities are such an important part of that future.

I wouldn't be a CEO today if I didn't do different things to build capabilities and build experiences because to come a leader, you need varied experiences.

Technological advances are changing what clients need, the services we provide, and how we interact with them.

Decisions made centrally, thousands of miles from the markets clients are operating in, will likely not be as attuned to local market realities.

Deloitte University is really about leadership development. Our people love it!

Don't let 'having it all' be defined by someone else.

Women shouldn't aspire to a box or a title. They should look toward being leaders.

Even if you've never picked up a club, or if you've been playing for a long time, there's always something new to learn from playing golf. That's the beauty of the game. You never stop learning.

Golf instills incredible values, including collaboration, competitiveness, and integrity.

We share the USTA's vision to promote and expand the game of tennis. I have been playing the game since I was 6 years old with my dad and five brothers, so I know firsthand how it teaches life lessons: integrity, dedication, and competitiveness.

Each year on Impact Day, I love seeing our people fill classrooms, parks, and training centers to make a difference in communities across the country.

Impact Day is just one part of the hundreds of thousands of volunteer, pro bono, and professional training hours Deloitte offers to nonprofit organizations nationwide throughout the year. It's a day to celebrate all we do to make an impact that matters in the communities where we live and work.

By adding support for eldercare, spousal care, and children beyond the birth stage, Deloitte's family leave program provides our people with the time they need to focus on their families in important times of need.

Deloitte Catalyst is enabling Deloitte and our clients to more easily tap the power of innovation.

It is important that women have the opportunity to balance different priorities at different stages in their career.

A large part of my career achievements are due to having the courage to ask for what I needed, whether in a professional or personal context.

Mentors and sponsors, particularly in the early stages of my career, were invaluable to me because they encouraged me to raise my hand and take opportunities to build my capabilities.

The digital economy is impacting us in a big way.

There will be new businesses that will digitally enable the planning and consumption of passenger and goods movement to be more efficient, enjoyable, productive, safer, cleaner, and cheaper. That could mean everything from maintaining vehicle fleets to remote monitoring.

In general, there will likely be an expanding market around mobility management services that could offer incremental job growth.

Consider one possible future that could occur soon, where autonomous trucks travel highways with a human 'monitor' in the cab who can assist with particularly challenging driving like navigating city centres and ensure goods are delivered safely.

Putting our heads in the sand won't stop the inexorable advancement of technology.

My path has been, I think, a path a lot of women can foresee themselves taking.

I'm deeply honored to lead Deloitte. I look forward to collaborating with all our people to continue to lead our profession in quality and innovation. Together, we make an impact that matters every day for our clients, the capital markets, communities, and society.

What's important about my election into the CEO role at Deloitte is to provide a role model for the next generation of diverse leaders at Deloitte.

Being the first female CEO of one of the Big Four, I certainly intend to pay it forward.