5 Questions with Bentley Trustee Sheila A. Harrington ’87

Sheila A. Harrington ’87 is a powerful example of how dedication, trust and adaptability can lead to long-term leadership success — exemplified by nearly 40 years of audit, accounting and healthcare finance experience at KPMG. Harrington, who recently retired as audit partner and the healthcare industry lead for New England and Upstate New York, worked with the firm’s largest healthcare and life sciences clients in the region.  

Beyond her client work, Harrington is engaged in advancing the field of healthcare finance, including through advocacy work with the Massachusetts-Rhode Island Healthcare Financial Management Accounting, Regulatory and Technical Committee. A strong supporter of leadership development, she was actively involved in KPMG’s recruiting program and served as a co-chair of its Network of Women. She also maintains strong ties with Bentley, particularly through mentorship, networking and recruitment programming for students. She joined the Board of Trustees following service on the President’s Council.  

Here, Harrington shares more about her path to leadership and the Bentley board, and the importance of investing in the next generation of leaders.

Looking back, what opportunities — whether at Bentley or early in your career — were most pivotal in your growth? 

When I look back, the opportunities that mattered most were the ones that stretched me before I felt completely ready. At Bentley, I got a practical, business-focused education that gave me a strong foundation and helped me build confidence, curiosity and the habit of being well prepared. 

Early in my career, I grew the most when people trusted me with real responsibility — leading projects, working with senior leaders, figuring things out in ambiguous situations and learning from mentors who pushed me to think bigger. Those experiences helped me build resilience, judgment and the confidence to use my voice. 

I also came to understand how much growth happens through relationships. Professors, peers, colleagues and mentors all opened doors and offered perspective. So for me, the most important opportunities were not always the most obvious ones — they were the moments when I said “Yes” to something challenging, stayed open to feedback and grew from the experience. 

What motivated you to serve on Bentley’s Board of Trustees? 

For me, serving on Bentley’s Board of Trustees comes from a mix of gratitude and responsibility. Bentley played an important role in shaping who I became — academically, professionally and personally — so serving on the board felt like a meaningful way to give back to a place that invested in me. 

I was also drawn to the role because Bentley has such a distinctive place in business education. It prepares students in a very practical, purpose-driven way. And with the world of work changing so quickly, Bentley has a real opportunity to help students build not just technical skills, but judgment, adaptability and confidence. 

I also see the trustee role as a way to help open doors for the next generation. I know how important access, mentorship and visible leadership can be, especially for women and emerging leaders. This is a chance to support Bentley’s future and help students continue to see what is possible for themselves. 

How has your connection to Bentley evolved from alumna to trustee, and how does that perspective influence the way you will approach board decisions today? 

My connection to Bentley has really evolved from something very personal to something more strategic and stewardship-focused. As an alumna, I experienced Bentley through gratitude — for the education, the relationships and the confidence it helped me build. 

As a trustee, that perspective broadens. I still bring my experience as an alumna, but I also feel a responsibility to think about Bentley’s long-term future — how it continues to stand out, how it prepares students for a changing business world and how it remains strong, relevant and accessible. 

That perspective will shape how I approach board decisions. I want to balance purpose with practicality — honoring what has always made Bentley special while also being open to innovation and change. At the end of the day, I want to make decisions with gratitude, responsibility and a focus on what will best serve students in the future. 

You’ve been deeply involved in advancing women’s leadership. How do you see Bentley and its board supporting the next generation of women in business? 

I think Bentley and its board can play a really important role in helping the next generation of women in business build skills, confidence, networks and a sense of possibility. Bentley already has a strong foundation in preparing students to lead in practical, meaningful ways. 

The opportunity is to be intentional about the experiences that help women accelerate as leaders through mentorship, sponsorship, hands-on learning, exposure to senior leaders and chances to take on responsibility early. The board can support that by keeping women’s leadership visible as part of Bentley’s broader mission — not as something separate from it. 

For me, it is also about helping students build the confidence to lead authentically. It matters for women to see leaders who have taken different paths, taken risks, used their voice and supported others along the way. Bentley can help create an environment where women are encouraged to step forward and start practicing leadership now. 

What advice would you give to emerging women leaders at Bentley who are interested in eventually serving in governance or board roles themselves? 

My advice would be to start building the mindset and habits of governance before you are ever in a formal boardroom. Governance is about curiosity, preparation, judgment​​ and seeing the bigger picture. It is also about listening well, asking thoughtful questions and helping a group make better decisions. 

I would also encourage emerging women leaders to build a strong and intentional network of mentors, sponsors and peers. Board opportunities often come through trust and relationships built over time, so it is important to be visible, reliable and engaged in the communities and organizations that matter to you. 

And finally, I would tell them not to wait until they feel perfectly ready. Say “Yes” to opportunities that stretch you: serving on a committee, joining a nonprofit board, leading an initiative or taking on work where you are accountable for results. If you prepare well, stay curious and use your voice, you can add value earlier than you may think.