About | Mentor | Rebecca Pun

Rebecca Pun

Rebecca is an accomplished funds management leader with more than 20 years of experience in Australia and the UK. Rebecca has held senior roles in the world’s largest & most successful investment banks and is passionate about ESG investments and finance as a force for good.


Rebecca brings more than 20 years of experience in funds management, working for both large and small companies, in Australia and the UK. Rebecca has recently completed an Executive Master of Business Administration (MBA) with Distinction, at the Australian Graduate School of Management (AGSM) at UNSW Business School, Australia’s highest ranked business school. Rebecca has also completed the Company Directors Course at the Australian Institute of Company Directors and is RG146 compliant.

Rebecca’s experience includes as a Portfolio Manager at a boutique funds management firm, where she was responsible for executing a covered call option strategy investing in large cap Australian equities with an ESG overlay. Rebecca has also been involved in launching a new Ethical Diversified Fund, a multi-manager, multi-asset class strategy. Prior to these roles, Rebecca worked in London for Morgan Stanley for nine years, as Vice President and Head of Marketing Programs for Europe, the Middle East and Africa. Prior to London, Rebecca worked for Colonial First State in Sydney for four years, after completing a Bachelor of Commerce degree from the University of New South Wales.

Rebecca is absolutely passionate about integrating ESG into investment decision making for clients. Throughout Rebecca’s career, Rebecca has witnessed the exponential trajectory of ESG and the transition of ESG investing to mainstream investments.

Rebecca adds value with strong engagement skills and clear communication. Rebecca enjoys working collaboratively and establishing long term relationships with all stakeholders.


Women on boards and the human capital connection

1 March 2018
Companies with a gender diverse board and stronger talent management practices enjoyed higher growth in employee productivity compared to companies with a diverse board only or with strong talent management practices only. Companies with mostly male boards and lagging talent management practices had the lowest rates of employee productivity growth.