For this next installment of “Conversations with Intrapreneurs,” I had the pleasure of speaking with Ashley Pelzel. I got to know Ashley and her commitment to social intrapreneurship in 2023 when she was selected as an Aspen First Mover Fellow. At that time she was chief operations officer for technology at Bridgewater Associates, a large and influential investment management firm. Since then, she has made a major career transition. She moved across the country, changed industries and roles and is now chief operations officer at Astro Mechanica, a manufacturing company with fewer than 50 employees and a mission to “reinvent supersonic aircraft from the engine forward.”
I reached out to Ashley to learn more about how she managed that transition. And I’m eager to share her story because I know it will be useful for a huge number of professionals who are seeking new opportunities. Some are choosing to leave their current positions; others are being “reorganized out” of their organizations. Ashley’s experience will be useful for all.
Nancy McGaw: Ashley, when we first met, you had been at Bridgewater over nine years and had moved quickly into a senior position, overseeing the operations of all technology functions. What prompted you to leave?
Ashley Pelzel: My experience at Bridgewater was incredible. I had the privilege of operating at a high-performing company with a unique developmental culture and world-class mentors. I learned a lot about myself and my own weaknesses, which was an incredible feeling that fueled me to take on more responsibility through time. After 10 years there, I felt like a well-trained Thoroughbred at the starting stalls, wondering how far and how fast I could run. I wanted to explore the exciting unknown of what I could do and what I could learn.
NM: And you made the decision to leave Bridgewater before you found a new opportunity?
Ashley Pelzel: Yes, I left without knowing exactly what industry or job I wanted next. My decision was about making a commitment to explore openly and follow my curiosity. Realistically, I knew that deep, reflective exploration would require my full attention and doing that well while still at Bridgewater wasn’t feasible. Stepping away first was necessary for me to gain clarity on what the next chapter could look like.
NM: When you made the decision to leave, what did you do then?
Ashley Pelzel: Actually, I started the transition process and thinking before I decided to leave. And while I had the luxury of making the decision to leave rather than being laid off, I think the questions I wrestled with are the same that everyone who makes a career change needs to confront. Thinking about a transition early and laying out the framework and guiding principles first kept me grounded in what mattered.
I knew such a major change wouldn’t just impact me—it would ripple through my family and friends. I took a holistic view, weighing the social, lifestyle, geographic, and financial implications. Because I didn’t want to impose geographical limits on myself, the considerations became even more layered. I wrote down what were “must-haves,” what were “nice-to-haves,” and what were the conscious tradeoffs I was making and the impact of those tradeoffs. I shared that with my family and triangulated with friends to help get their perspective.
Equally important was my intention to be a “good leaver.” I dedicated time to clearly map out how to transition responsibilities, carefully considering the kind of impression I wanted to leave behind. I wanted colleagues to remember me as someone who thoughtfully and responsibly handled her departure.
NM: What else did you do to prepare for such a major change?
Ashley Pelzel: Since college, my identity had been deeply intertwined with Bridgewater—professionally, socially, and personally. I knew stepping away meant closing a chapter, and I would have to define what it meant for me to no longer be associated with the company. I gave myself space and time to process the changes and intentionally crystalize my identity separate from my professional self. I reflected deeply on relationships and set firm commitments on how I would invest and maintain them going forward. Those activities helped me feel empowered to shape my future rather than feeling like it was being defined for me.
NM: Can you say more about how you shifted the perspective on your identity? I know from conversations with many people that the loss of that identity magnifies the impact of a job loss.
Ashley Pelzel: Yes, defining my identity was important. In particular, the acknowledgement of the different roles I play—a professional being one of them but also a friend, sister, etc. Writing became my primary tool for this introspective process. While much of my initial writing was deeply personal, it quickly evolved into a practical strategy for a job search.
For example, negotiation was a skill I had honed significantly over the years. I intentionally began writing and sharing articles on platforms like Substack and LinkedIn, aiming to reframe negotiation as a valuable, collaborative skill rather than an adversarial process. In the articles I wrote, I tried to bring my knowledge and unique perspective on the topics together.
The practice of writing consistently helped me play around with ideas of how I talk about myself and my professional experience. It was a skill I didn’t focus much on while I was working, so I knew I needed to practice and rewrite the narrative of myself not only in the past but also to shape where I wanted to go. I used friends and mentors as sounding boards as well to get an outside perspective.
NM: Searching for a job can be a pretty discouraging process. What was your strategy?
Ashley Pelzel: My one-word strategy for my job search was “Serendipity.” To me that meant I would optimize my actions and path around being able to take advantage of as many serendipitous opportunities as possible. This insight came from my reading biographies of professionals I admired, many of whom didn’t explicitly chart out a professional path, but rather said “yes” at the right moment. My strategy was to open myself up to as many chances to say yes and to do that with the grounding of what was important to me.
In practice, this strategy included my reaching out to four people a day in areas I was interested in. Mainly, this was LinkedIn outreach or email. Sometimes it was a warm introduction. The return on the outreach was low, but not zero; and the quality of the conversations and rate I was learning was very high. Each conversation gave me additional perspective on what I was interested in and where I might be able to contribute. I never looked for or talked about a job. I focused each conversation instead on exploring what problems and opportunities exist in a given company or industry. Then, I would reflect on that conversation and share back with the person how I might be able to help or offer insight (and sometimes the answer was that I couldn’t). The orientation away from a job and into problem solving moved it from a transactional conversation to a brainstorming and exploratory one. It also primed the other person to think about me as a thought partner instead of a candidate for a particular role.
The other practical tactic I used was talking with investors in an industry I was interested in. These connections with investors did two things for me: 1) Investors gave me their perspective on the entire industry and the interesting companies playing in it, and 2) sometimes they gave me introductions to the companies I wanted to get to know. Most investors want to talk to interesting talent, and they love to make connections to their portfolio companies, so they are incentivized to talk to you.
NM: It almost sounds fun. Was it?
Ashley Pelzel: It all sounds wonderful in hindsight—especially because I landed a great job in a completely different field and in a new city I am excited to explore. But the truth is that there were days when I felt isolated, disoriented, and had serious doubts that I was on the right path.
It’s important to reflect intentionally and consistently during the search. Define clear success metrics and regularly track your progress against them—even seemingly minor conversations can yield valuable insights. For example, I maintained a spreadsheet of interesting companies with basic facts about each (industry, size, location). One day, I noticed a cluster of compelling companies located within a small area called El Segundo, just outside Los Angeles. Taking that as a “serendipitous” sign, I booked a trip there, which ultimately led me to meet people who became my investors, recruiters, friends, and indirectly guided me to my current role.
I also made sure to take time to refresh, especially by being in nature. I took daily walks and used that time to call and connect with friends and family. I now look back on that period of time as a gift that led me to meaningful work and recentered me.
NM: How does landing a job fit into your career transition strategy?
Ashley Pelzel: Landing a job isn’t just about the end of a search, it’s about entering a new chapter thoughtfully. The “re-entry” period is as critical as the transition out. You have to set the intention of who you want to be in this new context, setting clear expectations for yourself and those around you, and appreciate the steepness of the learning curve ahead.
Practically, for me, that looked like a series of visualization exercises where I asked myself questions like, “What will this entry look and feel like if it’s going well?” “How will I know if I need to course-correct?” “What are the non-negotiables for me as I enter this new job?” “What practices have I learned from this period of exploration that I want to take with me into this job?” and “What beliefs do I want to leave behind as I enter this new period?” The specific answers are less important than the practice of asking yourself these questions. In other words, the practice helps uncover hidden assumptions, fears, and wishes that can inform your perspective and actions in the new role. For instance, the question around new practices reinforced my commitment to finding inspiration and reflection in nature.
At Astro Mechanica, I knew there would be a learning curve on the content of the company. I knew nothing about jet engines. And I knew there would be a learning curve on how early the company stage was since I was the 9th employee, having previously worked at a company of over 2,000 people. However, upon reflection, those learning curves also represented valuable contributions and knowledge I could bring to the company on day 1.
NM: Finally, I want to ask you about the sense of purpose that you bring to your work. You are part of a community of Fellows who seek to do work that delivers value to your company and has a positive impact on the world. How did that desire to work with purpose influence your search?
Ashley Pelzel: Purpose was central throughout my search. Being part of the Aspen First Mover Fellowship deeply influenced my thinking about meaningful work—ensuring the work I do not only feels valuable professionally but also fulfills a deeper, personal commitment to contributing positively to society. That lens compelled me to look for organizations where my personal values aligned closely with their mission.
And while it sounds ideal and something everyone should strive for, the reality is incredibly complex. Part of the course curriculum in the Fellowship is the session offered by @Mary Gentile on how to give voice to your values. And in your book, Nancy, Making Work Matter, you share stories about what it means to “Dare to Step Up” and act boldly when you know what is right, even when it is uncomfortable. In each of those lessons, we are confronted with the challenges of doing this well, which means having an unrelenting commitment to it because it is something you do every second of every day, not something that can be set aside and picked back up later. That said, it’s easier when you find people who share this goal with you.
One of the most valuable gifts the Aspen First Movers Fellowship gave me was an incredible community of people who are also committed to these values and way of being. That community extends far beyond the bounds of the year-long program, and serves as a source of inspiration, advice, and camaraderie for me on at least a weekly basis since the end of my Fellowship.
This blog post was originally published on LinkedIn. Follow Nancy McGaw for more insights on business and society.