After nearly two decades of federal service, former FEMA CFO Mary Comans faced a difficult career transition. She shares the deeply personal lessons she learned about resilience, and how this understanding is the foundation for preparing finance teams to thrive amidst today's rapid technological change, global volatility, and intense pressure. She argues that the future of work requires leaders to live resilience in order to build it within their organizations.
In early 2025, my career as a public servant came to an abrupt and painful end. After nearly two decades of federal service, I suddenly found myself on the outside of the very institution I had devoted my life to strengthening. It was not the way I imagined my service would conclude, and it forced me to ask hard questions about identity, purpose, and what it truly means to endure.
What I came to understand is that resilience is not abstract; it is lived, day by day. For me, it begins with discipline: starting the morning early and tackling something difficult before the day begins. That small, steady practice reminds me that strength is built in consistent choices. It also connects me to my former colleagues at FEMA, who do not choose their challenges but meet them nonetheless, showing up every day for the American people with courage and integrity. Their resilience humbles me, and it is a constant reminder of why service to nation matters.
I am proud beyond measure of the professionals I once had the honor to lead. As FEMA’s Chief Financial Officer, I worked alongside teams managing a $32 billion annual budget and securing more than $300 billion in disaster funding. Yet what mattered most was never the numbers. It was the commitment to mission, often under extraordinary pressure and too often without recognition. These public servants are the quiet bedrock of our nation. They swear an oath not to politics or position, but to the Constitution itself.
The Quiet Bedrock of Public Service
This understanding of resilience, as both personal practice and collective strength, shapes how I think about leadership in finance today. The future of work is defined by disruption: rapid technological change, global volatility, and reputational risks that emerge in an instant. Finance leaders in both the public and private sectors are on the frontlines of these challenges. Building teams that can thrive in this environment requires more than new systems or tools. It requires trust, adaptability, and cultures where people feel equipped and valued to face the unknown.
Building Resilience Through Modernization
During my time at FEMA, we put these principles into action. We modernized financial systems, expanded the use of data analytics, and integrated automation and AI into core processes. These investments were not just about efficiency. They were about preparing teams to adapt quickly, stay mission-focused, and make better decisions under pressure. That kind of preparation is as relevant to global businesses as it is to government.
Resilience is not simply about weathering storms. It is about preparing people to navigate them with clarity, steadiness, and a shared sense of purpose. Leaders cannot just ask their teams to be resilient; they must live it themselves in the choices they make and the example they set.
At World Finance Forum this December, I will join leaders from across industries to explore how finance organizations are preparing for this future of work. Together, we will share lessons, tools, and strategies that help leaders build resilience into their teams and organizations. It is a conversation I look forward to having, and one that will be stronger with your voice in the room.
In the end, resilience is not just a leadership trait. It is a way of showing up for our teams, for our missions, and for the people we serve.
Edward McElduff is a Reporter for the Bottom Line Brief.
