Glen Robertson is a Director at F2 Strategy, bringing more than 11 years of experience working across technology, consulting, and investment management. Prior to joining F2 Strategy, he spent more than a decade at SimCorp, holding senior leadership roles focused on service engagement, client delivery, technology, and strategic advisory. During his career, Glen has worked with investment management organizations across the US, Australia, and Singapore, helping clients navigate complex technology and operational challenges and maximize the value of their investments.  

Having lived and worked in Australia, Singapore, and the US, Glen has had the opportunity to experience different cultures, ways of working, and perspectives firsthand. He has found that, despite the differences, many of the challenges people and organizations face are remarkably similar, and it’s given him an appreciation for different ways of working and the recognition that, ultimately, people are people and building strong relationships and understanding what matters to others is often what makes the biggest difference. Glen is based in the greater Philadelphia area.

What would you tell someone just starting out in the industry right now?  

With the ever-increasing focus on AI, I think it’s more important than ever to truly understand data — how different types of data relate to one another, where it comes from, whether there is duplication, and how reliable and accurate it is.  

I’d also encourage people to ask “why?” and understand the outcome they’re working towards, rather than simply focusing on just knowing what they’re doing. The ability to understand the bigger picture, ask the right questions, and connect the dots is what accelerates a career and understanding of the industry.  

What does the phrase, “Do Good with Tech” mean to you?  

To me, “Do Good with Tech” is about making sure technology delivers the value and outcomes it was intended to achieve. Companies invest significant time and resources in projects, transformation, automation, and new technology, but without a clear enterprise strategy, strong alignment, and genuine buy-in, even great technology may never reach its full potential.  

The real challenge is often not the technology itself, but people — ensuring that teams understand the purpose, embrace change, and actually adopt the technology in a way that delivers the intended outcome. Staying true to the original mission while bringing people along on the journey is, in my view, what ultimately allows technology to do good.

What has changed the most since you started out in the industry?  

I think clients are increasingly focused on what they consider their core business and where they can create the most value. Rather than continuing to build and maintain large internal departments to ensure their operations and technology can meet evolving objectives, many are looking to leverage specialist service providers that can bring those capabilities at scale while taking on associated risks and complexities.  

This shift allows internal teams to focus less on maintaining capabilities and more on strategic, value-added work that has a direct impact on the business. I think that change in mindset, from building and managing everything internally to leveraging the right partners and expertise has been one of the biggest changes I’ve seen throughout my career.