Toronto.

Cooke’s path through finance hasn’t been linear. She worked across consulting, asset management and alternatives before landing as CIO at a prominent family office. Her appetite for learning new things and her belief that you’re never done growing professionally have remained constant. Ask her what really matters (as we did), and she’ll tell you it’s also the people who’ve mentored her along the way and the community she’s helped build.

We caught up with Cooke to discuss how she achieved her chief investment officer position, why she dedicates her time to the Society and what she anticipates will be the next steps for the profession. 

You’ve had a remarkably diverse career across consulting, asset management, alternatives and family office leadership. How has that shaped your outlook?

It’s been a huge part of my success. When I graduated from Queen’s, it was during a recession, and I didn’t have a financial network in Toronto. I had to hustle to find an opportunity, and I started in retail brokerage. About 14 months in, I realized it wasn’t the right cultural fit, so I pivoted to asset management.

At Diversified Fund Management, which later became Northern Trust, I worked my way up through performance measurement, manager research and portfolio management. Because we built multi-manager solutions across asset classes, I got exposure to Canadian and U.S. equities, fixed income, real estate, hedge funds and private equity. That broad base of experience was invaluable.

I always had a stretch goal of becoming a chief investment officer (CIO). To achieve this in a multi-asset environment, you need to develop skills across various areas. So, each career move for me was about adding new capabilities, whether it was de-risking strategies at Mercer, alternatives at Fiera or building institutional-quality investment solutions for a family office.

You’ve said that being a CIO is really about problem-solving. Can you expand on that?

Coming out of school in a recession built up my resiliency. You had to figure things out. To me, a CIO is really a chief problem solver. In the early part of your career, you’re a “doer,” then as you progress, you need to become more of a “thinker” and eventually a “sayer,” which involves managing, influencing and communicating effectively.

To use a sports analogy: Wayne Gretzky said to skate where the puck is going. As a CIO, you must anticipate where markets, asset classes and risks are headed. That means always learning, adapting and staying curious.

What role have mentors and networks played in your journey?

The CFA exams are a solo pursuit. You study and pass them on your own. But a career is a team sport. My pivotal mentors were at Diversified Fund Management. Bob Mitchell and Mike Gallimore gave me stretch assignments and showed me both the client-facing and technical sides of the business. I often called Bob my “industry dad.” They instilled the importance of fiduciary duty and client oriented solutions.

Equally important has been my peer network. In the early days, there weren’t many women in senior investment roles, so we built our own community through an informal group called Ladies in Pension Services, or LIPS. That network gave me support and collaboration, and many of those relationships remain lifelong friendships.

You’ve been deeply involved with CFA Society Toronto for over a decade. What motivated you to volunteer?

At a certain point, I realized my resume didn’t include volunteerism. Education has always been important to me. My dad was a professor, and my mom always emphasized learning as something that can’t be taken away. So, I decided to give my time to the cause that had helped me most professionally, CFA Society Toronto.

Later, as a director-at-large, I led the Annual Investment Dinner. Those experiences built leadership skills outside of work and expanded my network. That progression ultimately led me to the vice-chair role and now chair. For me, it is true that CFA Society Toronto’s value compounds with participation.

What do you see as Toronto’s role in the global CFA community?

Toronto is a hub for major banks, insurers and pension plans, and CFA Society Toronto is the largest society globally, with over 11,500 members. We punch above our weight relative to Canada’s population, and we’ve been recognized globally for our contributions.

Our mission is to provide high-quality continuing education and community. The Institute grants the charter, but the Society provides the grassroots connection through events, networking and professional development. Something as simple as our monthly coffee chats, called Brewing Connections, can be transformative. Newcomers to Canada, who may not know anyone, can find an instant community through the Society.

What is your vision for CFA Society Toronto during your term as chair?

Our mission is to remain relevant for members at every stage of their career. The CFA charter is the starting point, but professionals need continuing education, a trusted community and a place to grow as the industry evolves. Membership empowers you to thrive at every stage of your career.

Right now, every strategic conversation we have includes artificial intelligence. We need to think about how to use these tools to augment our work and ensure our members understand their impact. But equally important is preserving the human side of finance, which relies on trust, ethics and judgment.

I see the Society as a home team. Whether it’s someone new to Canada finding their first professional connections, a seasoned professional looking for thought leadership or to give back, or a new member who wants to build skills and find mentors, we want to be that trusted hub. Ultimately, it’s about helping our members adapt, stay curious and continue building meaningful careers at every career stage in a changing world.

You’ve also worked extensively in environmental, social and governance (ESG) and sustainability. How do you view its role in investing today?

I prefer to call it sustainable long-term investing. ESG became too political and too focused on exclusion, which isn’t the point. At Fiera, I worked across 26 investment teams to integrate sustainability into processes.

investor.

The key is to dig under the hood. Some firms do this well; others use it as a marketing tool. You must distinguish between the two.

Looking ahead, how do you think AI and new technologies will shape the profession?

Every strategic conversation we have as a board involves AI. The question is how to use it to augment, not replace. There’s a difference between point changes, like using AI to take notes in this interview, and system changes, where it fundamentally alters processes.

AI can help with efficiency, pattern recognition and shortening lags in areas like private markets reporting. However, AI looks at the past, and we know past performance is no indication of future results.

Most importantly, it doesn’t replace trust, judgment or human relationships. Ours will always be a human business. As I like to say, it’s not survival of the fittest, it’s survival of the kindest. Trust and ethics remain the foundation.

What advice do you give to younger professionals?

Be curious and collaborative. Get involved. It’s a team sport. Stay open and keep your worldview wide. And always be highly ethical. You can spend years building your credentials and networks, but a single unethical decision can undo it all.

Ultimately, our business is about trust. That’s also why I believe the CFA designation matters so much. It represents a gold standard of ethics and professionalism.