For modern GBS, diversity in leadership remains a moral and business imperative. Looking at gender diversity, for example, organizations benefit from a broader range of perspectives, stronger decision-making, and a culture of innovation. Elevating female leadership is about both equality and building the future of business on a foundation that is inclusive, resilient, and forward-thinking.
From SSOWomen’s Days to spirited debates surrounding GBS leadership, at SSON, we’ve worked to create platforms where women can share experiences, build skills, and connect with peers. These initiatives reflect our belief that real progress comes from dialogue, collaboration, and celebrating the value of community.
As such, SSON’s new column, Women Who Lead: The Women Shaping the Future of GBS, continues that work in written form. This series is a living archive of the women shaping GBS today, their career journeys, leadership lessons, and perspectives on the future. More than just profiles, these stories aim to inspire, educate, and connect professionals across the industry, strengthening a community that is leading GBS into tomorrow.
For our third edition, we are joined by Ashlie Crosby, a strategic finance executive with over 20 years of experience leading global financial operations, enterprise transformation, and shared services innovation. As Senior Vice President of Mastercard’s Global Business Services Center (GBSC) Finance, she oversees a broad portfolio of critical functions, including treasury, settlement accounting, intercompany, consolidation, procure-to-pay, and M&A integration, across 89 countries.
Ashlie is known for driving operational excellence and scalable growth through digital transformation, and leading evolving technology trends, delivering significant improvements in cash flow. She partners with C-suite leaders to ensure financial discipline, risk mitigation, and strategic alignment, while fostering inclusive, high-performing teams and a culture of continuous improvement.
We spoke with Ashlie about her journey from finance to GBS leadership, the power of resilience in navigating change, and how she’s approaching her next chapter at Mastercard with curiosity, clarity, and purpose. *
*Interview conducted in October 2025
Leading with Confidence & Clarity in Finance
SSON: You began your career in finance before stepping into GBS leadership. It struck me that finance is often seen as a male-dominated field; how did that background prepare you for leading in GBS?
Ashlie: Starting in finance gave me a powerful foundation for leading in GBS. It sharpened my analytical thinking, strategic decision-making, and ability to navigate complex organizational dynamics. Finance is often called the “language of business,” and it really trained me to think critically, make decisions with a broad enterprise lens, and understand how one action in one corner of the company can ripple across the rest. That perspective has been invaluable in GBS, where transformation and cross-functional collaboration are constant.
But you’re right, finance is still heavily male-dominated, with women holding a fraction of the CFO roles. So, building credibility in that space meant I had to be extra intentional about preparation, confidence, and follow-through.
I learned early on that credibility is earned through consistency, clarity, and performance. These lessons shaped my leadership style; grounded in data, but always people-centered.
In GBS, where transformation, cross-functional collaboration, and stakeholder alignment are critical, that blend of rigor and empathy has been invaluable. I approach challenges with a structured, financially informed lens, but I also prioritize listening, inclusion, and building trust across diverse teams.
My finance background enables me to connect strategy to execution, while my leadership journey has taught me how to bring people along with purpose and clarity.
Looking ahead, I’m excited to join Mastercard, an organization with a strong representation of women in leadership positions.
Prioritizing Resilience in the Face of Change
SSON: Every leader encounters obstacles. What have been the toughest barriers you’ve faced in your career, and how did you push through them?
Ashlie: Some of the toughest barriers I’ve faced in my career have centered around navigating moments of transition, whether cultural, technological, or strategic. Each presented a unique challenge that required adaptability, resilience, and a clear sense of purpose:
- Cultural dynamics were especially complex during global integrations and cross-functional collaborations. Leading through these moments meant not only understanding diverse perspectives but also fostering inclusivity and trust across teams with different norms and expectations. I leaned into active listening, empathy, and transparent communication to bridge gaps and build alignment.
- Technology shifts have also tested me. We all know digital transformation and adoption accelerate corporate performance and profitability. But embracing new technology is as much about people as it is about systems. I focused on equipping teams through upskilling and creating space for innovation – even when the path forward wasn’t always clear.
- Lastly, reprioritization and alignment – especially during times of organizational change or shifting business goals – demanded clarity and decisiveness. I’ve learned to lead with agility, ensuring that teams remain focused on what matters most, even when priorities shift. This often meant revisiting our purpose, recalibrating resources, and reinforcing a shared vision to keep momentum strong.
What I’ve learned is that leadership isn’t just about solving problems; it’s about guiding people through uncertainty with clarity, compassion, and resilience.
Final Thoughts: Stepping into the Future with Curiosity
SSON: As you step into this new chapter at Mastercard, what challenges do you anticipate, and how are you equipping yourself to navigate the transition successfully?
Ashlie: Stepping into this new role at Mastercard is both exciting and humbling. Mastercard GBS was named one of SSON’s Top 20 Most Admired GBS organizations for 2025, which says a lot about the strength of the foundation here. But the best organizations never stand still, and that’s where I see both opportunities and challenges.
One is scaling innovation. Emerging technologies like AI and automation are reshaping how we work, but the real challenge is embedding a culture of experimentation and agility. It’s not just about using the tech; it’s about encouraging bold ideas and making sure they deliver a real impact to the business and customers.
Another focus is operational excellence. In a global environment, driving consistency and efficiency is essential. I’m diving deep into our systems and processes and partnering with teams to identify opportunities to simplify and optimize.
I’m also leaning into curiosity. The pace of change is faster than ever, and staying open, adaptable, and eager to learn is the best way I know to lead with confidence while keeping people at the center.
Finally, and most importantly, there’s culture. Mastercard shines in this space. The Mastercard Way, as it’s referred to internally, is built into the performance review process, prioritizing how people work together and empowering people to have a voice.
But culture is never “set and forget.” It needs nurturing. I’m spending time listening, learning what makes our teams thrive, and investing in relationships. Because transformation is never a solo journey; collaboration is the heartbeat of progress.