MEET THE 2025 MORTGAGE STARS — WOMEN WHO RISE HIGHER, LEAD BOLDLY, AND LIFT OTHERS AS THEY CLIMB
FROM
REFLECT INWARD TO LEAD OUTWARD
CO-BRAND TO CO-CLOSE MAKE YOUR MORTGAGE BRAND STAND OUT — THROUGH PARTNERSHIP
BUILT TO BEND, NOT BREAK GRACE UNDER PRESSURE: HOW WOMEN IN LENDING BUILD LASTING RESILIENCE
MIND THE GAP — THEN BRIDGE IT DISCONNECTED TEAMS COST TIME, TRUST, AND TRACTION. UNIFIED LEADERSHIP IS THE FIX
Jay Arneja’s journey from headset to
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It’s honestly hard to believe — it’s been 4.5 years since I first stepped into the role of Managing Editor at Mortgage Women Magazine. What a journey it’s been! Looking back, I feel incredibly proud of the stories we’ve shared, the milestones we’ve reached, and the inspiring community we’ve built together.
Over the years, we’ve had the privilege of spotlighting so many remarkable women in the mortgage industry — each with her own unique path, passion, and purpose. From feature profiles to thought-leadership pieces, it’s been our mission to amplify voices that deserve to be heard. And it doesn’t stop there.
One of the proudest moments of this journey has been the formation of the Mortgage Women Leadership Council — a powerful network of industry leaders coming together to uplift, mentor, and grow the next generation of women professionals.
And let’s talk about our inaugural Mortgage Star West event in California — what a success! The energy, the collaboration, the community … It
was truly unforgettable. We’re beyond excited to continue bringing meaningful in-person events like this to life, where connection and inspiration go hand in hand.
Now, on to this issue — my absolute favorite of the year. It’s time to shine a spotlight on our Mortgage Star Award winners. These women represent the very best of what this industry has to offer: leadership, resilience, innovation, and heart. We can’t wait to celebrate them in person this July at the Mortgage Star Conference — a day filled with recognition, connection, and pure celebration of the women who make this industry thrive.
As I reflect on all of this, I’m filled with gratitude. I have so much to be thankful for: a wonderful family, a career that challenges and inspires me every single day, and a community of readers, contributors, and colleagues who remind me why this work matters.
Thank you for being part of this journey. Here’s to continued growth, connection, and empowerment — together.
Kelly Hendricks Managing Editor, Mortgage Women Magazine
VINCENT M. VALVO CEO, PUBLISHER, EDITOR-IN-CHIEF
ALISON VALVO PRESIDENT & CHIEF OPERATING OFFICER
ANDREW BERMAN CEO, NATIONAL MORTGAGE PROFESSIONAL
BEVERLY BOLNICK ASSOCIATE PUBLISHER & VP OF SALES
KELLY HENDRICKS MANAGING EDITOR
JENNIFER RIDGEWAY ACCOUNTING MANAGER
ANDREW BROOKS BAKER, KATHRYN FITZPATRICK, KATIE JENSEN, AARON MARSH ASSOCIATE EDITORS
TINA ASHER, LAURA BRANDAO, SLOAN BREWSTER , LINDA S. CONNER, JAX CRIDER, SHELLEY DUFFY, CONY KRAUSE, JENNIFER H. MANNION, JANE MASON, ALLISON SCHLIZ CONTRIBUTING WRITERS
NAVINDRA PERSAUD DIRECTOR OF EVENTS
MELISSA PIANIN VP OF ORIGINATOR CONNECT NETWORK
KATHERINE SALA MARKETING MANAGER
KARA COLLETTI MARKETING ASSOCIATE
COURTNEY VALVO EVENTS COORDINATOR
JULIE CARMICHAEL PROJECT MANAGER
MEGHAN GOLDEN DESIGN MANAGER
STACY MURRAY, CHRISTOPHER WALLACE GRAPHIC DESIGN MANAGERS
KRISTIE WOODS-LINDIG ONLINE ENGAGEMENT SPECIALIST
KRYSTINA COFFEY MULTIMEDIA DIRECTOR
MATTHEW MULLINS MULTIMEDIA SPECIALIST
The 4 D’s of Jay Decide, Do, Delegate, Delete — how Jay Arneja streamlines success
BY LAURA BRANDAO
Reverse mortgages let older borrowers tap equity, but LOs must master TALC, counseling, and state-specific nuances before offering the option.
They lead with heart and hustle — blending strategy with Southern sass, tech with tenacity — and they’re not asking permission.
10
The Power Of Two (Logos)
Strategic co-branding with REALTORS and agents helps LOs reach more buyers, streamline workflows, and elevate service.
14 Keep Going, Even When It’s Messy
Resilience isn’t about having it all together — it’s about choosing growth when things fall apart.
30
Women in mortgage are stronger when they stick together.
46
GROW and L.E.A.D. show that the best mentors are still learning — and the best lessons begin with looking within.
18
Break Down To Break Through
How cross-team unity (not just new tools) is transforming mortgage — and who’s leading the shift.
32
Branding in mortgage isn’t just pretty graphics — it’s the personality that sticks.
The CFPB may fade, but state regulators are stepping up. Here’s how to protect your pipeline — and your license — in a changing compliance climate.
52
Meet the 2025 Mortgage Stars — women who rise and bring others with them through mentorship and example.
Lenders eyeing the reverse mortgage market face a minefield of disclosures, licensing, and regulatory risks
BY ALLISON SCHLIZ, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
To help the growing senior demographic access home equity, some mortgage lenders are looking to add reverse mortgages to their product lineup. Reverse mortgages — typically available to borrowers age 62 and up — allow seniors to convert a portion of their home equity to cash through a payout option selected by the borrower, which may include a lump sum payment, series of monthly payments, line of credit, or a combination thereof. While most reverse mortgage loans are FHA-insured Home Equity Conversion Mortgages (HECMs), some proprietary products allow lenders to expand reverse offerings to borrowers under 62 and offer higher loan amounts.
Over the years, reverse mortgages have been subject to regulatory scrutiny due to the senior population to which they are offered. For example, Consumer Financial Protection Bureau (CFPB) stated in a 2024 consent order with a HECM servicing operation that its servicing failures resulted in “extraordinary and unwarranted anxiety to consumers and caretakers who were naturally worried about elderly and vulnerable consumers being without a place to live.”
This heightened consumer protection element underlies how regulators view reverse mortgage loans and informs related disclosure, counseling, and product considerations. While reverse mortgages are subject to many of the same consumer regulatory requirements at the federal and state level as traditional forward mortgages, there are some unique considerations that lenders entering the space should be aware of. Any discussion of setting up a reverse mortgage program should include the following:
1. Disclosures And Counseling Considerations. Lenders must have separate federal disclosure documents and processes for reverse loans, since they are not subject to the TILA-RESPA Integrated Disclosure Rules (TRID). Though TRID does not apply, lenders must provide applicable disclosures under the Truth-in-Lending Act (TILA), including a Total Annual Loan Cost (TALC) Disclosure, a reverse-specific disclosure that shows the total expected costs of the loan as annual rate, and how that rate changes depending on how long the borrower has the loan. Disclosures under the Real Estate Settlement Procedures Act (RESPA) include the Good Faith Estimate and HUD-1 Settlement Statement. Counseling also plays a key role in reverse mortgage originations and the processing of an application. HECM
has been heavily scrutinized by the CFPB and other regulators over the years, resulting in a number of consent orders against reverse mortgage lenders.
tion, certain states have enhanced requirements for lenders offering proprietary products, such as an enhanced net worth requirement for the lender or approval of the proprietary product itself.
3. Financial Assessment Considerations. FHA Mortgagees must obtain a separate Direct Endorsement (DE) approval for HECMs than for forward mortgages. DE underwriters for HECMs must have expertise in the FHA financial assessment requirements to evaluate a borrower’s ability and willingness to meet financial obligations and comply with mortgage requirements, including determining whether a life expectancy set aside (LESA) will be required for payment of property charges.
4. Restrictions On Conflicts Of Interest. Lenders should take note of FHA’s HECM-specific conflict of interest requirements, which prohibits a mortgagee and any other party that participates in the origination of a HECM transaction from participating in, being associated with, or employing any party that participates in or is associated with any other financial or insurance activity unless certain firewalls and safeguards are in place. This provision, along with state anti-tying laws, make it crucial for HECM lenders to understand the risks and limitations of offering any other financial or insurance products with a HECM.
lenders and their third-party originators are only able to engage in limited activities prior to a HECM borrower (and, if applicable, any non-borrowing spouse or non-borrowing owner) completing mandatory HECM counseling from a HUD-approved housing counselor.
2. State Licensing And Approvals. Those looking to make or broker reverse loans should ensure they hold all required state approvals for reverse lending and consider any state-specific requirements for proprietary loans. Generally, reverse mortgage lending or brokering requires the same state licenses for mortgage lending or brokering as forward mortgage lending. However, there are some states (such as New York) that require a supplementary approval or license for reverse mortgage lending. In addi-
5. Marketing. To avoid Unfair, Deceptive, or Abusive Acts or Practices (UDAAP) and Mortgage Acts and Practices (MAP) Rule violations, lenders, and their marketing teams must understand the unique risks and requirements that arise when marketing reverse mortgage products. Reverse mortgage marketing has been heavily scrutinized by the CFPB and other regulators over the years, resulting in a number of consent orders against reverse mortgage lenders. For example, reverse lenders cannot imply that they are affiliated with the federal government, that a consumer will always have the right to stay in their home, or that a borrower will never have to make any payments with a reverse mortgage (since they are still obligated to pay taxes and insurance and maintain the property). n
Allison Schliz is Mortgage Regulatory Counsel at Mitchell Sandler PLLC
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Co-branding your mortgage services with referral partners and real estate agents
FBY JENNIFER H. MANNION, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
orging strategic partnerships is essential for growth and success in today’s dynamic real estate market. Co-branding with real estate agents, REALTORS, and referral partners can significantly expand your reach and enhance client trust. How can you integrate your lending services with partners to create a seamless and powerful brand experience?
Co-branding is when two or more companies collaboratively promote their services under a shared banner, leveraging each other’s strengths to appeal to a wider audience.
This strategy not only broadens your market presence but also enriches the service offered for clients looking to buy or refinance homes.
Imagine hosting educational workshops where you and your partners enlighten potential homebuyers about the mortgage process, creditworthiness, and real estate market trends. These events could serve as platforms to showcase your expertise while marketing your services. Additionally, consider developing customized client packages that bundle your mortgage pre-approvals with your partner’s real estate services, offering added value and convenience to clients. Exclusive benefits like discounts or special services for clients using both your services can further solidify your partnership.
Be vigilant in adapting your approach based on performance data and market shifts.
The first step in co-branding is to find partners whose business ethos, target market, and professional standards resonate with yours. Real estate agents and REALTORS are ideal due to their direct line to potential mortgage clients. Look for those with a strong local presence, a solid reputation, and an audience that matches your lending profile.
Technology plays a pivotal role in streamlining co-branding efforts, making collaboration smoother and more efficient. Here are some ways to leverage technology for maximum impact:
• Co-Branded Landing Pages & Websites: Develop dedicated landing pages featuring both your mortgage services and your real estate partner’s listings (staying compliant, of course). These pages can provide joint offers, informative blog posts, and contact details to create a seamless client experience.
• Shared CRM Systems & Lead Management: Utilize customer relationship management (CRM) tools to track leads you are sharing. This ensures that both partners stay informed about client interactions and can provide timely follow-ups.
• Automated Email Campaigns: Set up automated email workflows that nurture leads with co-branded content, such as market updates, homebuying tips, and overviews of financing options.
• AI-Driven Chatbots: Implement chatbots on your website to answer mortgage and real estate queries, guiding clients toward the next steps in the buying process.
By aligning with partners who share your vision, you create a synergy that benefits your business, the homebuyers you serve, and the referrals they send.
• Virtual Consultations & Webinars: Use video conferencing tools to host joint online events, offering personalized guidance to homebuyers and investors.
SOCIAL MEDIA & CONTENT MARKETING STRATEGIES
A strong digital presence is crucial for any co-branding ini-
tiative. By leveraging social media and content marketing, you can amplify your reach and engage potential homebuyers more effectively. Try these ideas:
• Co-Branded Social Media Campaigns: Share collaborative posts, testimonials, and success stories on platforms such as Facebook, Instagram, and LinkedIn. Engage audiences with Q&A sessions, live videos, and behind-the-scenes content.
• Joint Video Marketing: Create co-branded video content showcasing the home-buying process, mortgage insights, and real estate market trends. These can be shared on YouTube, Instagram Reels, and TikTok for wider exposure.
• Guest Blogging & Podcasting: Write guest blog posts for each other’s websites or co-host a podcast discussing industry trends, home financing strategies, and client success stories.
• Instagram Takeovers & LinkedIn Collaborations: Guest star on each other’s social media accounts to engage with
a fresh audience and provide unique insights.
• Targeted Advertising: Run co-branded ad campaigns on Google and social media platforms, tracking traffic to your landing pages or event sign-ups with QR codes.
Shared training sessions with both mortgage advisors and agents can bridge knowledge gaps, ensuring everyone can represent each other’s services accurately. Setting up clear communication protocols will also help manage leads and client interactions smoothly, preventing any service or information disconnect.
Success in co-branding can be measured by how many leads convert from co-branded initiatives, the increase in referral rates, or client satisfaction scores. Regular feedback (good and not-so-good) from clients can guide further improvements. Remember, the real estate landscape is ever-changing, so your strategies should be too. Be vigilant in adapting your approach based on performance data and market shifts.
Co-branding with real estate agents and
does more than extend your reach; it elevates the service quality for your clients. By aligning with partners who share your vision, you create a synergy that benefits your business, the homebuyers you serve, and the referrals they send.
In an industry where timing, trust, and teamwork drive success, co-branding is more than a marketing tactic — it’s a growth strategy. By aligning your mortgage expertise with the strengths of real estate professionals, you not only increase your market impact but create a seamless, client-first experience. Start building partnerships that elevate your business and make a positive impact in your market year after year. n
Jennifer H Mannion is the Senior Integrated Marketing Manager at Delmar Mortgage
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IBY TINA ASHER, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
n business and in life, there’s one truth every woman eventually faces: setbacks are inevitable. A client pulls out. A deal falls through. A promotion goes to someone else. Family emergencies collide with board meetings. In these moments, resilience is not just a buzzword — it’s a lifeline. For businesswomen, resilience isn’t about being unbreakable. It’s about being flexible, resourceful, and aligned with your purpose even when things get messy.
Resilience isn’t about keeping a smile on your face while the world crashes down. It’s about acknowledging the frustration or fear — and still choosing to move forward. It’s about negotiating the deal after a failed pitch, showing up for your team when your confidence is shaken, and adjusting your
business strategy when the market shifts. It’s grace. Grit. And growth.
Women in business often juggle multiple roles: leader, mentor, caregiver, community-builder, and more. The expectations are high, and the margin for error can feel slim. Resilience helps women:
• Recover from career setbacks with dignity and direction
• Respond to bias or adversity without losing confidence
• Stay grounded in their values while navigating change
• Lead others through uncertainty with clarity and compassion
5 TRAITS RESILIENT BUSINESSWOMEN CULTIVATE
1. Emotional Agility
Resilient women know why they do what they do. That “why” carries them through the “how” when things get hard.
They allow space for emotion without being ruled by it. They feel it, name it, and choose how to respond.
2. Confidence Rooted In Competence
They don’t fake it. They pre pare. They grow. Their confi dence comes from what they’ve built, survived, and led.
3. Strategic Adaptability
Resilient women don’t cling to what no longer works. They pivot with purpose and make bold adjust ments.
4. Community-Mindedness
They surround themselves with other strong, supportive women. They invest in relation ships that sustain them.
5. A Sense Of Calling
Resilient women know why they do what they do. That “why” carries them through the “how” when things get hard.
To build resilience in your professional life, consider these steps.
• Pause To Process
Don’t rush to “fix” everything. Take time to breathe, reflect, and assess. Clarity comes in the pause.
Boundaries,
Boundaries protect your energy and focus. Say no when needed, and yes to what truly aligns with your goals and
• Invest in Mentorship And
Connect with women who’ve walked the path. Their perspective can reframe your experience and reignite your drive. You might consider investing in a career or life coach for un-
• Celebrate Progress, Not
Resilience is built in the “almosts,” the “not yets,” and the small
You don’t have to have it all figured out. You just have to keep going, with wisdom and intention. Resilience isn’t about bouncing back to who you were. It’s about rising into who you’re becoming — stronger, sharper, and more root-
is a coach and founder of
Why connection — not just tech — is the real driver
TBY JANE MASON, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
he mortgage industry has never been an easy business, but the past few years have taken the pressure to another level. Economic uncertainty, rising costs, tightening margins, and mounting regulatory demands have left lenders and servicers with little room for error. At the same time, borrowers expect more. They want fast answers, flexible options, and digital tools that meet them where they are.
Meeting those expectations — while still running an efficient, compliant business — takes more than technology. It takes people who can work together across departments, solve problems quickly, and lead with purpose. That’s where collaboration comes in. And increasingly, that’s where women leaders are making a difference.
UNITING OPERATIONS THROUGH TEAMWORK
Throughout my career — but especially early on — I’ve witnessed far too many organizations slow themselves down with internal silos. Lending doesn’t talk to servicing. Servic-
ing doesn’t talk to loss mitigation. Each team is focused on its own part of the process, and no one steps back to see the full picture. Inevitably, this disconnect shows up in the borrower experience. It also leads to duplicated work, confusion, and missed opportunities.
As more women began to take leadership positions in our industry, however, I’ve seen a shift take place. In my experience, women are not afraid to ask questions, listen, and bring new voices into the room. I’ve seen how this approach helps break down
the walls between departments and builds stronger connections across organizations. Instead of pro- tecting their turf, teams start solving problems together. They share information and move faster. Their organizations get stronger, and borrowers receive a smoother, more consistent experience, whether they’re applying for a loan or seeking help with payments.
The value of this kind of collaboration be -
came powerfully evident during the pandemic. At the time, servicers were overwhelmed with relief requests. And while borrowers needed answers, regulators expected fast, accurate responses. There wasn’t time for long email chains or handoffs between disconnected teams. The organizations that held it together were the ones that had already built a culture of collaboration and communication. Everyone knew their role and understood the larger mission. That kind of unity doesn’t happen by accident — it’s the result of leadership that values connection and accountability.
I’ve seen the impact of this firsthand at Clarifire.
When we’re working with a client to automate their servicing processes, we’re not selling software. We’re helping them align their people, their workflows, and their goals. Sometimes the biggest breakthrough isn’t a new feature — it’s getting the servicing and loss mitigation teams in the same room, looking at the same data, and realizing how much more effective they can be when they act as one. I’ve watched that moment happen and seen how it changes the conversation.
Years ago, when I was building Clarifire, I didn’t set out to create a model for cross-functional leadership. I was focused on solving problems. But over time, I realized that many of those problems came from a lack of connectivity between teams. The more we worked to bridge those gaps, the more value we created — for our clients, for their bor-
rowers, and for the industry as a whole.
When I started Clarifire, I wasn’t a technologist by trade. What I did have was a strong belief that technology could solve problems that people alone couldn’t. The mortgage industry was buried in paperwork, spreadsheets, and manual handoffs. I knew we needed a better way to work — one that was faster, more transparent, and more consistent across the board. So I built it.
But even the best technology doesn’t matter if the culture isn’t ready for it. I’ve seen companies invest in automation tools and then fail to get results, not because the tools didn’t work, but because no one was aligned. That’s where leadership comes in. If you want your technology to drive change, you have to build a culture that supports it — one that rewards adaptability, encourages problem-solving, and gives teams permission to work smarter.
I’ve seen what a difference it makes when someone feels seen, heard, and supported. I’ve watched talented women gain the confidence to lead meetings, pitch ideas, and take on big projects because someone believed in them. That ripple effect matters.
This mindset has shaped everything we do at Clarifire. We don’t start with technology. We start with people. We listen to our clients’ challenges, understand their workflows, and find ways to reduce friction. Once people see how automation can eliminate repetitive tasks and improve consistency, they start to see the bigger opportunity. They stop chasing manual fixes and start focusing on higher-value work. That’s when real transformation happens.
Diverse perspectives aren’t a bonus — they’re a necessity. I’ve seen time and again how bringing different voices into the room leads to better ideas, better decisions, and better outcomes for borrowers. When everyone at the table shares the same background or thinks the same way, blind spots form. Innovation stalls. Problems get recycled instead of solved.
At Clarifire, we’ve built a culture that welcomes different points of view. More than half our team is made up of women, and many of them have been with us for more than a decade. They’ve grown into senior roles because they were given the space to speak up, stretch their skills, and lead. That was intentional. I invested in them — because someone once invested in me.
When I started this company, there weren’t many women building fintech solutions in the mortgage space. I walked into meetings where people looked past me, assuming I couldn’t possibly be the CEO. That kind of bias — intentional or not — still shows up in our industry. I’ve had to push through it. I’ve also had help from people who saw me for what I was: a problem solver with a strong vision and a product that worked.
But even the best technology doesn’t matter if the culture isn’t ready for it.
I’ve seen companies invest in automation tools and then fail to get results, not because the tools didn’t work, but because no one was aligned.
Those experiences shaped how I lead. I look for people with potential, not polish, and try to create an environment where curiosity is valued and where it’s safe to speak up, even if your viewpoint challenges the status quo. That kind of space is where growth happens — not only for individuals, but for the organization as a whole. I’ve seen what a difference it makes when someone feels seen, heard, and supported. I’ve watched talented women gain the confidence to lead meetings, pitch ideas, and take on big projects because someone believed in them. That ripple effect matters.
One moment that stands out is our work during the Great Recession, when servicers were overwhelmed with borrower assistance requests. As a woman leading a small tech company in a male-dominated industry, I focused on bringing people together — across loss mitigation, compliance, and servicing — to rethink how relief was delivered. By aligning teams and automating key steps, we helped them cut through the backlog and get help to borrowers faster. That experience showed how collaborative leadership can
drive real results, even in the most challenging moments.
Strong leadership today means knowing how to use technology to move faster — but also knowing when to slow down and listen. Collaboration takes focus, adaptability, and the confidence to lead through uncertainty without losing sight of the people at the center of it all.
Our industry is facing real challenges, and the future will demand even more from those who lead it. But I believe we’re heading in the right direction. As more women take on leadership roles and lean into collaboration, we’re seeing better outcomes for borrowers, for businesses, and for the industry as a whole.
That’s the kind of future I want to help build. And that’s the kind of leadership that will take women to the C-suite and beyond. n
Jane Mason, CEO, Clarifire
BY SHELLEY DUFFY, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
EVOLVING WITH A CHANGING INDUSTRY: HOW TO STAY RELEVANT
During the COVID-19 pandemic, despite physical distancing, leading mortgage bankers and brokers never rested. Rather, they surged forward by adapting their processes to the times. Remote online notarizations, for example, let them safely complete closings, and increased their competitive advantage as borrowers clamored to refinance, or bought larger residences that would accommodate a home office.
These mortgage professionals recognized that to lead in
a continually changing world, they had to change with it. Staying relevant to borrowers, partners, and colleagues was the key.
That principle still holds true, and fluency in new technologies is a large part of being relevant. It’s important to understand the potential of solutions that incorporate AI, machine learning (ML), and data science to improve prospecting, sales, due diligence, underwriting, MSR and whole-loan trading, and more.
New hybrid appraisal solutions, which incorporate both AI and computer vision, are a case in point. It used to be that the mortgage industry’s appraisal partners spent up to 50% of their workdays driving to/from properties and viewing them on-site. During high workload periods, this added as much as two weeks to each closing cycle. With hybrid appraisals, where trained property data collectors do on-site inspections and digital property imaging, and then immediately forward the data to appraisers, there is almost no reason for a delay.
With appraiser populations continuing to decline and capacity issues increasing as the industry gets busier, the hybrid appraisal is one way that lenders can serve their borrowers with a faster and smooth process. That opens an opportunity for mortgage women to establish relationships with the people who offer them.
Being a student of innovations like these is a small but important piece of staying relevant and meeting customers, prospects, and colleagues where they are. That includes people from Generation Z, considered “true digital natives” (McKinsey & Company). There are more of them than Baby Boomers in the labor force now, and they are sure to shape how the mortgage industry does business in the future, leading the industry to evolve once more.
Chief Strategy Officer
Highland Mortgage
Let’s just call it like it is — the mortgage industry isn’t for the faint of heart. It’ll humble you real quick, chew up your bestlaid plans, and still expect you to smile at the closing table. And for women in leadership — especially those of us with a little Southern twang and a whole lot of hustle — staying relevant takes more than a good strategy. It takes grit, grace, and a deep belief that our voice matters.
I didn’t get to where I am by playing it safe. I got here by staying curious, keeping my boots on the ground, and learning how to lead with both strength and softness. Relevance isn’t something I hope for — it’s something I work for, every single day. Here’s how I stay in the game and keep showing up with heart, humor, and intention.
My grandma used to say, “If you’re already setting the table when guests walk in, you’re late.” That stuck with me. I’ve applied it to everything — from preparing for market shifts to rolling out new tech. Relevance, to me, means staying a few steps ahead. I don’t wait for trends to smack me in the face — I keep my
eyes on what’s next and prepare like I’m hosting Sunday dinner for twenty. That mindset has helped me lead confidently through uncertainty, not just react to it. Whether it’s economic changes, borrower needs, or team dynamics, I stay ready so I don’t have to get ready.
Just because I’ve got a title doesn’t mean I’ve got it all figured out. Lord knows this industry will teach you something new every week, whether you want to learn it or not. I’ve made peace with being a student — always asking questions, taking risks, staying open to change, and not being too proud to say, “I don’t know, but I’ll find out.” And friends, the un-learning is just as important. I’ve had to let go of old habits, outdated ways of thinking, and assumptions that no longer serve me or the people I lead. Staying relevant means being flexible and having the wisdom to know when it’s time to pivot. Part of my commitment to staying relevant means going deeper — not just learning on the job but sharpening my knowledge intentionally. That’s why I chose to pursue the Certified Mortgage Banker (CMB) designation which I obtained in 2021. The journey wasn’t easy — but it challenged me, and expanded my perspective, and reaffirmed my passion for this industry. Earning my CMB has been a cornerstone in my continued growth, and it has helped me lead with both confidence and credibility in an ever-evolving market.
The truth, served with grace and a smile, is still the truth. And people will always respect you for that.
> Mickey Schilling
I want to be remembered for the people I helped to rise. Mentorship is my love language.
> Schilling
Learning doesn’t just happen in the classrooms; it happens through community. That’s why I’ve made it a priority to serve on the boards of the Mortgage Bankers Association of Georgia and Atlanta Mortgage Bankers Association, and stay involved with the Community Home Lenders of America. Volunteering my time has given me the opportunity to network with other leaders, advocate for our industry, and grow in ways I never expected. Those experiences have stretched me, sharpened me, and kept me connected to the real conversations and challenges shaping our business. They’ve reminded me that relevance isn’t just about what you know — it’s also about who you’re walking alongside and what you’re willing to pour back into the industry. Staying relevant means staying curious, staying connected, and staying committed to growth — no matter how long you’ve been doing the work.
Being a woman in this business means walking a fine line. Be strong, but not too strong. Be nice, but not a pushover. I’ve learned that I don’t have to pick between being kind and being clear. I can do both — and I do. I lead with empathy. I care deeply. I check in on people. But I also set expectations, speak directly, and don’t dance around the hard stuff. The truth, served with grace and a smile, is still the truth. And people will always respect you for that.
There’ve been plenty of rooms where I’ve been the only woman, and more than a few where I was the only one with a Southern accent. It used to make me shrink back a little, like I had to prove myself before I could be myself. Not anymore. I’ve learned that my voice belongs in every room I walk into. My perspective is valuable, and my experience is earned. And my femininity? It’s not a liability — it’s a leadership advantage. I show up fully and speak with confidence. And I let my results speak louder than my resume.
This one’s close to my heart. I don’t just want to be known for the deals I helped close or the markets I helped grow — I want to be remembered for the people I helped to rise. Mentorship is my love language. I take time to develop the next generation — especially women who remind me of who I was ten or fifteen years ago: eager, unsure, and full of potential. Nothing makes me prouder than seeing someone I’ve coached take on a leadership role or finally believe in themselves. If relevance is about lasting impact, then people are the legacy.
This took me years to learn, but I guard my energy fiercely. I don’t say yes to everything. I don’t run on empty. I’ve learned to rest — not quit — when I’m tired. I journal, pray, pour a glass of rosé, and sit on the porch when life gets loud. Because
staying relevant requires clarity, and clarity comes from quiet. That’s where I get my best ideas and my best perspective.
I didn’t get into this business just to make a living. I got into it to make a difference. Homeownership changes lives — it builds wealth, stability, and legacy. And for many families, especially first-time homebuyers, or those from underserved communities, it can be the start of everything. That’s my “why.” That’s what keeps me passionate, even when the market gets tough. I stay focused on purpose, not just performance. Because when you’re clear on why you do what you do, relevance becomes a byproduct.
Being a woman in mortgage leadership means wearing a lot of hats. It means staying smart, staying kind, and staying rooted in who you are. Relevance doesn’t come from shouting the loudest. It comes from showing up consistently, leading with authenticity, and refusing to be anyone but you.
So, if you’re a woman wondering how to stay relevant, here’s my advice: trust your gut, own your brilliance, and don’t be afraid to bring a little lipstick and laughter to the table. This industry needs you — grit, grace, Southern sass and all.
SARA PARRISH Chief Operating Officer, Incenter Lender Services President CampusDoor
The mortgage industry is a whirlwind. One minute, rates are at historic lows, fueling a buying and refinance frenzy. The next, the market tightens, and borrower behavior shifts dramatically. Regulations shift, new technologies emerge, and consumer expectations evolve at breakneck speed. In an industry that never slows down, staying relevant isn’t just a goal for mortgage women like us — it’s survival.
Success for women in our field isn’t about merely keeping up. It’s about leading the way. And that requires something more than just knowledge. It takes adaptability, boldness, and an unwavering commitment to growth and relevancy.
Picture two loan officers at the start of their careers. Both are ambitious. Both are hungry for success. But only one makes a habit of reading voraciously about industry changes, attending conferences, and earning certifications. Ten years down the road, one is leading a thriving mortgage
So, if you’re a woman wondering how to stay relevant, here’s my advice: trust your gut, own your brilliance, and don’t be afraid to bring a little lipstick and laughter to the table.
> Schilling
Knowledge isn’t just power — it’s currency in an industry that rewards those who are informed and proactive.
>
Sara Parrish
team, and the other is struggling to keep her pipeline full. The difference? Lifelong learning.
The mortgage industry doesn’t wait for anyone. New lending programs, regulatory changes, and economic shifts create opportunities, but only for those who are ready. Studies show that professionals who continuously upskill are nearly 50% more likely to advance in their careers than those who don’t (McKinsey & Company).
Just a decade ago, a handshake and a stack of paperwork closed deals. Today, AI-driven underwriting, digital user experiences, and blockchain-backed transactions are reshaping the game. The professionals who embrace technology are thriving. The ones who resist? They’re struggling to stay in the race.
So how do you make sure you’re the one who stays ahead?
• Subscribe to industry publications like National Mortgage Professional (especially their Mortgage Women Magazine publication) and others.
• Pursue certifications that give you a competitive edge, such as the Certified Mortgage Banker (CMB) designation.
• Immerse yourself in industry events. Whether it’s an MBA conference or a local networking group, staying plugged in is non-negotiable.
• Take advantage of online learning. Upskilling platforms abound, but don’t ignore free content that resonates, even from places like YouTube and TikTok.
Knowledge isn’t just power — it’s currency in an industry that rewards those who are informed and proactive.
Take automation, for example. Studies predict AI will save mortgage lenders over $30 billion annually by streamlining loan approvals and fraud detection (Forbes, 2023). Meanwhile, CRM systems are transforming client relationships, turning one-time borrowers into lifelong customers.
So, where do you position yourself? Do you adapt or get left behind?
• Embrace digital solutions that simplify processes for both you and your clients.
• Leverage CRM systems to nurture stronger relationships.
• Explore blockchain and AI — not as distant concepts, but as tools that can enhance efficiency.
The future of mortgage lending isn’t coming. It’s already here. The only question is whether you’ll lead the way or be forced to catch up.
Technology may be revolutionizing lending, but this industry will always be built on trust. And trust is built through relationships.
Think about the top producers in your market. They’re not just transaction-focused — they’re relationship-driven. They remember their clients’ names, their stories, and the details that make them feel valued. Balancing technology with oldschool relationship building is critical.
So how do you build a network that works for you?
• Foster genuine connections with clients, not just transactional ones.
• Stay in touch. A quick follow-up message months after closing can make all the difference. Use technology to help you.
• Align yourself with strong referral partners — real estate agents, financial advisors, and attorneys who see you as a trusted expert.
• Build a network outside of the mortgage industry. Consider volunteer service, participating on boards, and getting as involved as possible in outside fields you authentically enjoy.
The biggest opportunities in mortgage don’t come from chasing leads. They come from nurturing relationships.
In a crowded market, expertise alone isn’t enough. You need to be seen
Take a moment to Google yourself. What comes up? A LinkedIn profile with an outdated job title? Or a page filled with insightful articles, speaking engagements, and testimonials?
A strong personal brand makes the difference between being just another industry participant and becoming the go-to expert in your niche. 77% of consumers say they prefer to work with brands they recognize and trust (Sprout Social), and that applies to mortgage professionals, too.
Here’s how to build a brand that stands out:
• Define your niche—whether it’s first-time homebuyers, VA loans, luxury clients, or something altogether different. Own your space.
• Create valuable content. Share insights on LinkedIn, contribute to industry blogs, or even start a YouTube channel.
• Speak up. Whether it’s a podcast guest appearance or an industry panel, visibility leads to credibility.
• Engage actively on social media. Don’t just post—interact, comment, and add value to conversations.
Your personal brand is your ticket to leadership. Use it wisely.
Technology may be revolutionizing lending, but this industry will always be built on trust. And trust is built through relationships.
> Parrish
The future of mortgage lending isn’t coming. It’s already here. The only question is whether you’ll lead the way or be forced to catch up.
> Parrish
Success in mortgage isn’t just about closing deals. It’s about knowing your worth, advocating for it, and constantly increasing your value to your organization.
Studies show that women who negotiate earn 7% more than those who don’t (Glassdoor, 2022). Yet too many women in mortgage hesitate to ask for the salary, commission structure, or leadership roles they deserve. That needs to change.
• Invest in leadership training. Whether it’s an executive course or a TED Talk binge on YouTube, leadership is a skill, not an innate trait.
• Master negotiation techniques. Books like Never Split the Difference by Chris Voss can turn you into a powerhouse dealmaker.
• Step up. Volunteer for leadership roles, mentor younger professionals, and don’t wait for permission to take the lead.
The other side of the coin, of course, is continuously building additional value.
• Take the initiative to learn about parts of the business that are outside of your current purview, like accounting or marketing.
• Champion change initiatives in your business, volunteering to be part of communication or implementation teams.
Confidence is built over time. And in this industry, we know that the women who claim their space are the ones who thrive.
The mortgage market is unpredictable. Rates rise. Lending guidelines tighten. The economy shifts. The professionals who succeed long-term aren’t the ones who avoid challenges — they’re the ones who pivot and adapt.
• Develop a growth mindset. When challenges arise, see them as opportunities, not setbacks
• Diversify your skill set. Expanding your expertise (think investment properties, Non-QM lending, or credit repair) makes you recession-proof.
• Set boundaries and prioritize self-care. Burnout helps no one. Sustainable success comes from balance, not exhaustion.
The most successful mortgage professionals aren’t just skilled — they’re resilient
This industry is demanding. It will test you. It tests me every single day! But for the women who are willing to learn, adapt, and lead, the opportunities are limitless.
The question isn’t whether you can keep up. It’s whether you’re ready to set the pace. So step forward. Take charge. And build a career that keeps you relevant no matter what. n
Shelley Duffy is Executive Vice President, National Accounts, Incenter Lender Services
TBY CONY KRAUSE, CMB, CMCP, CRU, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
he Mortgage Industry Is Not for the Faint of Heart
Let’s be real — the mortgage industry is tough, especially for the younger generations just getting their start. It’s cyclical, unpredictable, and takes time to get used to. One minute it’s booming, the next it’s shrinking. And while technology and times have evolved, the culture often hasn’t caught up. Sales floors, in particular, still feel like the last stronghold of the “old boys’ club.”
In this environment, women can feel isolated or pressured to prove themselves twice as hard. That’s why mentorship isn’t a nice-to-have — it’s essential.
The truth? If we don’t lift each other up, no one else will do it for us. Women in this industry need to be each other’s cheerleaders, champions, and mentors — not competitors. Because when one of us succeeds, we all get stronger.
I’ve been incredibly lucky throughout my career to have mentors — many of them women — who created space for me to grow. They made me feel supported, and more importantly, safe. Safe to make mistakes. Safe to ask questions. Safe to show initiative and speak up without fear of being dismissed. Safe to express my ideas loudly and have them be heard. Safe to question things.
That kind of environment isn’t just rare — it’s transformative. And necessary.
Mentorship isn’t just grabbing coffee once a quarter or even having a meeting weekly. It’s showing up consistently. It’s listening. It’s sharing your experience — including the failures. And it’s being vulnerable so that trust can form. Mentorship is a relationship, not an event.
One of the most powerful tools a mentor has is their story. Transferring knowledge through real experiences — both wins and missteps — is what helps mentees grow. It gives them a roadmap and, more importantly, it gives them permission to be human.
Be the mentor you wish you had — or the one you were lucky enough to have.
As a Learning and Development leader in the mortgage industry, I’ve made it my mission to mentor as many women as possible — whether they stay in this industry long term or take what they’ve learned and grow elsewhere. What matters is that they know they’re capable, equipped, and not alone.
For me, there’s no greater reward in my career than seeing someone else grow into their potential — and knowing I had even a small part in helping them get there. It’s not about taking credit; it’s about the joy of watching someone you’ve mentored find their confidence, step into leadership, or realize what they’re truly capable of. As one of my own mentors used to say, “When I’m old and retired, I want to sit in my rocking chair and remember all the people I helped get to where they wanted to be in their career.” S. Callahan. That stuck with me. Because at the end of the day, the real legacy isn’t the titles or accolades — it’s the people you’ve lifted along the way.
Companies play a big role here. Formal mentorship pro-
grams are great — but culture matters more. If collaboration, education, and shared growth aren’t baked into the way we operate, mentorship dies on the vine.
We have to model it. Talk about it. Celebrate it. And we need to encourage women — at every level — to both seek out mentors and offer mentorship. You don’t have to be a VP to help someone navigate their next career move. You just have to be willing to share what you’ve learned.
If you take one thing away from this: Be the mentor you wish you had — or the one you were lucky enough to have.
Mentorship isn’t about ego or checking a box. It’s about connection, confidence, and changing the culture from the inside out. Let’s keep showing up for each other. Let’s keep lifting as we climb. ■
CONY
KRAUSE, CMB, CMCP, CRU is a Certified Mortgage Banker and Manager, Learning and Development at Space Coast Credit Union..
BBY JAX CRIDER, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
randing is more than just a fancy logo or a memorable tagline; it’s the heartbeat of your business. For women in the mortgage industry, personal branding has the power to elevate your career, distinguish your services, and create a lasting impact. But let’s be honest — branding in the mortgage space can be tricky. Mortgage, after all, is often seen as the boring part of a transaction, a necessary step on the way to the dream of homeownership. So, how do you create a brand that not only stands out but also feels authentic and resonates with your clients?
When I set out to create my brand, I knew two things: my name is notoriously difficult to spell and pronounce, and mortgage is rarely the part of the process that excites people. I wanted something different — something playful, memorable, and approachable. That’s how PBJ Mortgage was born, a brand built on the idea of making mortgages as simple and comforting as a peanut butter and jelly sandwich.
The concept wasn’t just about being catchy; it was about creating a “sticky factor” (pun intended). I wanted a brand that could evolve and stay relevant for years to come. Whether PBJ Mortgage was represented by one loan officer
or 1,000, the branding needed to be flexible yet cohesive, allowing anyone in the team to embrace the personality and marketing strategies behind it.
What I’ve learned in this industry is that personality is what makes a brand resonate — not just with you, but with your ideal clients. People don’t just want a service; they want a connection. In today’s market, inundated with AI-driven interactions and overly polished corporate messaging, au thenticity has become a rare commodity.
As mortgage professionals, we sometimes forget that the market has shifted. Clients crave brands with personality, brands that feel human. The emotional connection that comes from a brand with heart is powerful — especially in an industry like ours, which is often seen as all dollars and cents. Clients want to know that you care, that you understand their journey, and that you’re more than just a provider of financial products.
This is where branding becomes transformational. By align ing your brand with your personality and values, you create a connection that goes beyond transactions. You’re no lon ger just a mortgage expert — you’re a trusted partner in one of the most significant decisions of their lives.
What I’ve learned in this industry is that personality is what makes a brand resonate — not just with you, but with your ideal clients.
The emotional connection that comes from a brand with heart is powerful — especially in an industry like ours, which is often seen as all dollars and cents.
A memorable brand isn’t about being recognized; it’s about being relevant. Recognition can fade, but relevance endures because it taps into core human emotions and needs. For me, PBJ Mortgage’s relevance comes from its simplicity, playfulness, and focus on making a traditionally complex process approachable.
Think about your brand. What emotional need does it fulfill for your clients that your competitors might overlook? Are you solving a problem, easing a worry, or fulfilling an unspoken desire? Relevance comes from understanding what truly matters to your audience and delivering on it consistently.
One of the key aspects of creating PBJ Mortgage was ensuring the brand could grow alongside the business. A strong brand isn’t static — it evolves with the market, the audience, and the vision of the business.
For example, I wanted PBJ Mortgage to be scalable, allowing other loan officers to join the team and adopt the branding without losing the core values or personality behind it. This meant creating a brand that was more than just me, Jax Crider. It needed to be something bigger — a concept and a system that others could believe in and build upon.
This scalability is what makes branding so critical for women in mortgage. Whether you’re a solo professional or part of a larger team, your brand should be adaptable, enduring, and meaningful enough to carry you through market shifts and industry changes.
If you’re ready to create or refine your brand, here are a few practical tips to get you started:
• Start with Your Values: What do you stand for? What do you want your clients to feel when they interact with you? Your values should be the foundation of your brand.
• Infuse Your Personality: Don’t be afraid to let your unique traits shine through. Whether it’s humor, empathy, or a no-nonsense approach, your personality is what makes your brand authentic.
• Focus on Emotional Connection: Go beyond the technical aspects of your work and connect with clients on a deeper level. Ask yourself, “What emotional need am I fulfilling?”
• Think Long-Term: Your brand should be relevant not just today but in the years to come. Consider how it can grow and evolve with your career or team.
• Be Consistent: From your website to your social media to your client interactions, your brand should feel cohesive and aligned with your values.
In an industry that’s often viewed as transactional, a strong, authentic brand has the power to transform. It allows you to connect with clients on a human level, build trust, and create a lasting impact. For women in mortgage, branding isn’t just about standing out—it’s about showing up as your true self and creating a business that feels aligned with who you are.
As you think about your brand, remember this: authenticity isn’t just a buzzword; it’s a competitive edge. In a world craving realness, your brand’s personality is its most valuable asset.
So, what does your brand say about you? More importantly, what does it make your clients feel? n
Jax Crider is managing partner at PBJ Mortgage LLC.
BY LINDA S. CONNER, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
Mortgage companies are looking for ways to reduce costs and be more profitable as mortgage interest rates remain high, housing inventory remains low and the regulatory climate is completely uncertain. Is this the time to reduce your mortgage compliance overall support or increase the oversight when it comes to mortgage regulations? Who will be enforcing or not enforcing the applicable rules and regulations now and in the near future?
The future of the Consumer Financial Protection Bureau (CFPB) remains yet to be seen. It is still a viable entity and has the authority to enforce all the rules and regulations under its purview. However, many mortgage compliance professionals are concerned that less regulation enforcement on the federal level may lead to additional enforcement at the state level. Yes, this can be a concern. The absence of a federal entity with enforcement initiatives can lead to a very strong potential for inconsistent interpretation of the rules and regulations from state to state. It will definitely take on a more state-by-state review as it pertains to guidance on the regulations and state-specific laws.
In January 2025, the CFPB published guidance encouraging states to “strengthen their state level consumer protections.” This CFPB report recommends that states modernize their regulatory standards using models that already exist under federal law. Let’s review these recommendations as they could potentially impact your mortgage business and compliance efforts.
1. Recommends that states include the CFPB’s interpretation of “Abusive” into state statutes:
“Materially interferes with the ability of a consumer to understand a term or condition of a consumer financial product or service; or takes unreasonable advantage of a lack of understanding on the part of the consumer of the material risks, costs, or conditions of the product or service; the inability of the consumer to protect the interests of the consumer in selecting or using a consumer financial product or service; or the reasonable reliance by the consumer on a covered person to act in the interests of the consumer. To be consistent with the framework summarized in the Abusive Acts or Practices policy statement issued on April 3, 2023.”
Let’s be clear, mortgage lending, and consumer protection laws are here to stay, and will be enforced.
“Ban abusive practices in state law to end schemes that obscure product features or use power imbalances to gain advantage and increase costs, similar to the Consumer Financial Protection Act.”
2. Recommends that state enforcers should have unimpeded processes to ensure consumer protections, initiate investigations and enforcements.
“Ensure that Attorneys General have adequate investigatory authorities and can pursue remedies that protect consumers and make them whole.”
3. Recommends that states eliminate the requirement to prove monetary injuries.
“Remove evidentiary hurdles, such as the requirement that plaintiffs prove individual monetary harm, that frustrate private rights of action.”
The CFPB report includes additional recommendations for states to understand today’s challenges and how consumer protections may be at risk. Additionally, it emphasizes that states have the authority to directly enforce the Consumer Financial Protection Act (CFPA), the act that initially created the CFPB.
“Federal law should be a floor, not a ceiling, for the protection of consumers. When Congress passed the CFPA, it sought to reinforce the states’ power to protect consumers.”
Additional recommendations to states include:
• Holding corporate officers personally liable for not protecting the consumer
• Creating a Civil Penalty Fund (similar to the existing CFPB’s fund)
• Providing enforcement authority to state attorneys general, state regulators, municipal and city officials
The overall report is essentially a “how to guide” for states to adapt and include many of the CFPB’s initiatives into state laws. This should be concerning to everyone, especially for the compliance professionals who will have to directly deal with any and all changes. The potential for additional compliance support is imminent as your mortgage company could be potentially dealing with multiple states with different interruptions, implementation requirements, and enforcement actions.
Protecting the mortgage consumer is essential for all mortgage businesses, and something we do every day. Do we need more laws that could potentially be different in every state in which you are licensed as a mortgage professional or mortgage company?
This is a time to make sure you are engaged with your state’s mortgage associations as a voice that can help guide effective legislative changes that are important for consumer protections. At the same time don’t put overbearing regulatory and financial burden on small businesses in your state.
Let’s be clear, mortgage lending, and consumer protection laws are here to stay, and will be enforced. While the uncertainty of the federal agencies’ responsibilities in that enforcement is yet to be determined. The state’s authority
The absence of a federal entity with enforcement initiatives can lead to a very strong potential for inconsistent interpretation of the rules and regulations from state to state.
to regulate these laws still remains, and many states look forward to the opportunity to enhance their role in the regulatory compliance.
Regardless of the size of your company, mortgage compliance is a function of the organization that is still very much needed. Cutting costs in this area may well cost you more in the long run, especially if enforcement actions are taken against your company. If your company does not have a compliance support function in-house, make sure you have other options for mortgage compliance support that can be used as needed and integrated into your daily operations. Additionally, your organization needs to have policies and procedures that provide guidance to all your team members on how they can all participate in keeping the company compliant in the ever-changing world of mortgage compliance. Stay alert, stay vigilant, and know what is coming your way, so you can be prepared and stay compliant. n
Linda S. Conner
is
VP
of
Education and Compliance at Mortgage Education Institute
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JAY ARNEJA isn’t just following a path — she’s making her own with every step
BY LAURA BRANDAO, CONTRIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
This month I have the pleasure of speaking with Jay Arneja. Jay is the Vice President of Industry Strategy with Digital Mortgage Solutions, nCino.
Jay came to the US as a teenager. She completed her education in the U.S. and France and headed into the mortgage industry right out of school. She says her passion for learning, reading, history, economics and housing placed her in a career that allows her to spend her days doing many of the things she loves and that are meaningful to her.
Jay is married with two children and is also mom to an amazing golden retriever.
How did you get your start in the mortgage industry?
I started in the call center, making cold contact leads and scheduling closings. I moved up the ladder to requesting appraisals and credit and from there I moved to loan processing until I was doing closings and finally running closing departments. I stayed at that for over 15 years.
What does being a trailblazer mean to you?
For me, being a trailblazer means being comfortable with being first. Whatever the issue or situation, you are the first to ask tough questions about how the process is going to work and where the steps need to be placed for an optimal outcome.
Trailblazing is intuitive and requires courage and the willingness to make a mistake and carry on to the next question. It is being able to take constructive criticism, learn from it and carry that new information in to the next pursuit for the greater good for your company and your industry.
Where do you see yourself and women in general in the industry over the next five years?
In a short sentence, successful in their pursuits. I see women becoming successful in whatever path they choose to follow, professionally and personally. Whatever the challenge, be it marketing, brand creation, engineering, product management, customer success, implementations, authoring books on mortgage education, consulting, or leadership, women have
pushed open the doors and are stepping through in greater numbers than ever before.
What is your professional superpower?
Thoroughness and detail. Nothing gets through the cracks with me. I keep my priorities at the top of my list and use several different methods to Decide, Do, Delegate, and Delete so my list is always up to date and re-
Tell us something about your career in the mortgage industry that was pivotal to your achievements today.
The most pivotal moment in my career to date was my shift from operations to automation back in the early 2000’s. I was witnessing a fundamental shift in our industry that was bringing new technology into our processes at a phenomenal pace.
I had been in the mortgage business for
What advice would you give to a woman entering or trying to move up in their mortgage career?
I have five specific pieces of advice to give:
1. Remain coachable — always willing to learn and take correction.
2. Be willing to take on a new role and learn while on the job.
3. Be willing to walk away if your
Trailblazing is intuitive and requires courage and the willingness to make a mistake and carry on to the next question.
flects the items that need to be handled in the timeliest fashion. These are my four D’s and they help me organize and keep on top of my to do lists.
My passion is home ownership streamlined through use of the latest technology. That is the calling I see as most important to me professionally and personally and it is the guide by which I arrange my days. When you love what you do, it becomes your superpower. Today, this chapter is being fulfilled at nCino, via the nCino Mortgage Suite.
about 15 years by then and the change in technology brought with it a plethora of new roles that needed to be created and filled. I moved into a Product Manager position that allowed me to work with engineers and IT to develop and implement new technologies that made the mortgage process faster, easier, and more streamlined.
Working with the professionals in the development field inspired me to start seeking out new technology and partnerships with the people who were making these tools a reality.
strengths aren’t being given the opportunities. Even if you are the best peach, somebody making apple pie has no use for you.
4. Read, read, and read the mortgage documents. Then read them again. You will learn more from them than you realize.
5. Seek out collaborators. Relationships and partnerships drive success.
What is the most important thing for a woman in the mortgage industry to cultivate pro-
Jay Arneja prioritizes her four D’s — Decide, Do, Delegate, and Delete — which help her help organize and keep on top of her to do lists. Making time for her family, her golden retriever, and being near the water are all near the top of those lists, along with her belief in the right of everyone to own a home and have something that is theirs.
fessionally and personally?
The answer for me is brand. She should work to establish herself as her own brand and make herself memorable.
Working hard is important but making sure what you bring to the table is in fact what is most needed at the moment within your organization is important. You can do that by building your brand of adaptability, passion for the work you do, passion for your team’s success, and passion for the end borrower.
A great way to develop your personal brand is to share. Share your knowledge and experiences with those around you and be open and willing to learn from them. The relationships forged through shared information leave a lasting impression on both parties.
What does success mean to you?
I believe success is a very individual and personal measure. Everyone is going to feel successful for different reasons.
For me, the term success is mutable. I have defined success differently through the seasons of my life and as I go along, I begin to liberally add items like balance, health, and family to my list.
Thirty years ago, my career was all encompassing. But marrying, having a family, and getting older have changed my perspective of success to include my personal life as well.
What do you enjoy doing outside of our industry?
I enjoy watching cricket, baseball, softball and basketball. Any level from Little League to the pros.
I love the outdoors and walking out in the fresh air is a joy to me.
As far as vacation time, anywhere near the water is a must, summer or winter.
I love spending time with family and friends and enjoying the company of those most important to me.
How do you recommend navigating change in an industry that is always changing and growing?
Business always runs in cycles. I have experienced at least five or six of these cycles in my career and there is always change during and after. Some changes are small, others monumental but they are always moving things forward and in a new, exciting direction.
There are always new opportunities arising from the challenges of business. I have found that the best way to navigate and make decisions is to focus on the work and allow the new to
be a positive change, not something to be feared or avoided.
The cycles have allowed me to explore parts of our industry I didn’t know much about, and the learning opportunity has been fascinating and satisfying for me. I had a chance to take on two years of consulting and contract work and learned
Absolutely, I do. A mentor can guide you and suggest options you might not have considered. They may have experience in areas you don’t, and their perspective can be very valuable when trying to make impactful decisions about your life or career.
I would also say that a mentor can be very different from a coach or spon-
more accessible for everyone using the latest digital technology.
How do you find your voice?
When you do what you love and are passionate about the tasks you take on each day, speaking out isn’t difficult.
I find joy, peace, and motivation in my
I find joy, peace and motivation in my profession and I am always eager to share my knowledge and experience with others. I follow people in the industry who are impactful on the way we do things, and this gives me more inspiration.
more than I could have imagined in that period.
Being open and willing to take on challenges and new experiences is both exhilarating and brings its own type of success.
Do you think it is important to have a mentor?
sor. Finding those around you who can cover all three would be wise, especially for those just starting out in their working life.
What do you want to be remembered for in our industry?
Quite simply, I would like to be remembered for making the mortgage application process easier, faster, and
profession and I am always eager to share my knowledge and experience with others. I follow people in the industry who are impactful on the way we do things, and this gives me more inspiration.
There are many of us who have been in the business for a long time, and we have vast quantities of experience and lessons learned to share.
Speaking up and out is a wonderful way of giving back and ensuring that the mortgage business continues to grow and progress.
What is your biggest fear and why?
I have two fears for our industry.
First, that we would somehow be forced to go back to using paper applications and would lose vital data.
Second, that the process would become so onerous and getting a mortgage so difficult, that most people would simply give up on the dream of home ownership and continue to rent.
What’s your favorite book or podcast that you would recommend and why?
The Almighty by Irving Wallace is a favorite read. It’s an older book but still intriguing and entertaining.
I also enjoy the Chrisman series — Chrisman Commentary, Now, Next, Later, and Friday Roundup. I get a ton of the latest industry news from Chrisman.
How do we propel more women into leadership roles within our industry?
One of the things I believe most earnestly is that “if you can see it, you can be it.”
Learning to envision yourself in the position or role you want gives you a clear goal and healthy motivation to attain that career milestone. Seeing yourself in the place you want to be can boost your confidence and give your mind a reason to see the goal as a
reality, even before you set foot on the path to get there.
I was once part of a discussion that dealt with this topic. Let me share with you what I learned.
When men want something in our industry or are making a deal, they generally ask for it up front. The ask is a starting point of conversation. You can call it being direct or being forthright, but it is a highly effective way of focussing the conversation on the place they want to get to without allowing extraneous issues to obscure the end goal.
They seem to be able to see the goalpost and head toward it without breaking stride to glance at the sidelines.
Women seem to engage in small talk first. They might ask about families or vacations or aging parents. They choose a more meandering path to the subject at hand, and it can distract or take away from the impact of the request in the long run. It might be that the person thinks the end goal is simply friendship, and it derails an otherwise important conversation.
The difference in approach between the genders is just something I have observed in my years in business. Not everyone follows this pattern, but I have noticed a difference when I am involved in a discussion with a man or a woman.
I think getting women into more leadership roles will be partly achieved by encouraging them to get straight to the ask. The direct approach has served men well and I think women who adopt this method of negotiation will see a difference in the way their request is received and
given consideration by the person they are asking.
By envisioning the ask as being granted and the goal being achieved, there is a greater chance that will become the reality.
I have been in the industry 32 years now. I have loved every minute and still find my career to be exciting, invigorating and I learn something new every day!
One of the things that has always been fascinating to me is housing policy. I think about how policy that affects our industry is shaped and implemented and I feel like being allowed to share my experience and the information I have absorbed over all those years would be an honor and I would hope that, at some point in the future, I could find a way to do that and give back to the industry and its clients who have given me so much.
I am a believer in the right of everyone to own a home and have something that is theirs. It is a milestone in life that everybody should have the opportunity to experience. That belief drives me every day.
Making the mortgage process easy is something that I strive for when I arrive in the office in the morning and think about when I lock the door and lock up for in the evening.
For those in the industry, keep trying. Even if you falter, get up and move forward. Learning from the failures means a greater chance of success in the long run. n
BY SLOAN BREWSTER, SPECIAL TO MORTGAGE WOMEN MAGAZINE
Empowering others is about empowering oneself first, looking in the mirror and seeing what truly lies beneath the reflection — good and bad — then connecting the resulting discovery to successes and failures and ultimately passing the lessons forward.
That’s the reflective piece in the GROW Program Tina Asher created to prepare women in the mortgage industry to become mentors to women looking to deepen and expand their careers. GROW is the first part of the Mortgage Women Leadership Council’s (MWLC) Women Who L.E.A.D. Mentorship Program. L.E.A.D — Leadership, Empowerment,
Advocacy, and Development — is bringing mortgage professionals from all over the country together to learn from one another.
Asher, founder and president of Build-U-Up Consulting, worked with Melissa Pianin, Executive Director of the MWLC to devise the program. She said the reflection piece of
GROW is about helping women figure out what drives them and makes them better leaders.
“It’s important for us to understand what makes us tick,” she said. “What kind of fuel do we need to put in our own gas tank that gets us out of bed?”
Asher believes that when successful women understand what their motivations and hurdles are, they can create a ripple effect.
GROW, which also includes foundational work, or ‘Ground,’ ‘Opportunities,’ and ‘Wins,’ is a three-month course with monthly check-ins for six months thereafter.
In Wins, the last piece, there are lessons in time management, how to build boundaries, delegating, and how to have efficient and effective one-on-one meetings
“Think of a flower. We burst through the dirt first,” Asher said. “We have to get through the dirty part first, before we become a beautiful flower.”
Mentors came out of the course with tangible results, Asher said. One woman stood up for herself in a meeting, something she would not have felt the confidence to do previously. Another began to see herself in a different light.
“Each of them had their own different wins,” she said. “Our whole goal was to empower these people.”
From there, the women went on to mentor in the first round of L.E.A.D., which wrapped up in June. The program brought a short list of mortgage professionals together with mentors. Some of the women took on both roles, serving as a mentor and mentee.
Hollyanna Vopat-Steiner, mortgage loan officer at Peninsula Credit Union in Shelton, Washington, was paired with Regan Kelly, Senior Customer Success, Polly in San Francisco, California.
While L.E.A.D may have been designed to give the mentees a boost in the industry, both Vopat-Steiner and Kelly said they gained from the experience.
Vopat-Steiner, who was the mentee, said the program boosted her confidence and made her recognize that while
It’s important for us to understand what makes us tick. What kind of fuel do we need to put in our own gas tank that gets us out of bed?
> Tina Asher, founder and president, Build-U-Up Consulting
she has been in her position for only four years, she has made more headway than she realized.
Her ah-ha moment came when Kelly told her she could learn a lot from her.
“She shared with me that she feels she could mentee from me, which took me back,” she said.
Vopat-Steiner is considering taking on a mentorship role in the next round of L.E.A.D.
Kelly said the program helped her improve her leadership skills. She also honed different ways to communicate, collaborate and understand colleagues and create a positive mentor/mentee relationship with Vopat-Steiner.
Becoming aware of when she is stressed and unearthing her own negative tendencies has helped her avoid projecting that onto others and aided her in crafting positive and productive conversations with Vopat-Steiner.
“Hollyanna is very collaborative — I’ve been working to understand what are her motivations,” she said.
Kelly said the program was so beneficial she is recommending it to colleagues.
“I’m just really appreciative that Melissa and her team started this. I think I needed something like this and didn’t know where to go,” she said. “I think it’s something that a lot of people will benefit from.”
Mortgage Women Magazine sent out a survey to some of the mentors and mentees. Here are some responses:
Mortgage Loan Officer,
Peninsula Credit Union, Shelton, Washington
What have you learned and discovered about yourself professionally through the mentorship program?
Through the mentorship program, I’ve discovered that I am more committed to my professional growth and career path than I initially realized. The experience helped me reflect on how much I’ve already accomplished and how driven I am to continue progressing. One of the most surprising and affirming moments was when my mentor shared that she felt she could learn from me as well and that I had the potential to mentor her. That feedback gave me a new level of confidence in my skills and professional value. It made me realize that I’m not only developing as a professional, but I’m also reaching a point where I can support and inspire others, too.
What is a key skill you realized you needed to retrain yourself in during your participation in the program, to guide yourself to do things differently and achieve better success?
While I didn’t feel the need to completely retrain any specific skill, the program helped confirm that I’m on the right track professionally. That said, it did highlight the value of being more intentional with self-reflection and strategic planning. Sometimes, when things are going well, it’s easy to go on autopilot. This experience reminded me to regularly step back, reassess my goals, and make sure I’m aligning my actions with long-term success. So, if anything, I’m retraining myself to pause, reflect, and be more deliberate in how I continue growing.
How has the program helped you create goals that are pushing your career forward and allowing you to thrive and grow professionally?
The program helped solidify the direction I’m already moving in and gave me the confidence to set more intentional, growth-focused goals. Through the conversations with my mentor and the feedback I received, I was able to recognize the progress I’ve already made and identify where I want to go next. It wasn’t about a major change, but more about leveling up and being more strategic, setting clearer milestones, and making sure my goals align with the impact I want to have in my field. That sense of clarity and validation has been a powerful motivator to keep pushing forward and growing professionally.
Leadership isn’t just about title. It’s about confidence, consistency, and the ability to inspire others through action.
> Hollyanna Vopat-Steiner, Mortgage Loan Officer, Peninsula Credit Union
What has the program taught you about yourself and your ability to lead and what steps will you take to actualize your leadership qualities because of this new understanding?
The program taught me that I already possess strong leadership qualities, even more than I had given myself credit for. Hearing from my mentor that she felt she could learn from me was a powerful reminder that leadership isn’t just about title. It’s about confidence, consistency, and the ability to inspire others through action. This realization has encouraged me to step into leadership roles more boldly and intentionally. Going forward, I plan to seek out opportunities where I can mentor others, contribute to team growth,
and use my voice more actively in decision-making spaces. I now see leadership as something I already practice and something I’m ready to own more fully.
Senior Customer Success, Polly, San Francisco, California
What have you learned and discovered about yourself professionally through the mentorship program?
The mentorship program reinforced the importance of clear and effective communication. I’ve learned how to express my thoughts more confidently, ask better questions and actively listen — all of which have helped me become a better team member. This experience has shown the value of seeking feedback and being open to different perspectives.
What is a key skill you realized you needed to retrain yourself in during your participation in the program, to guide yourself to do things differently and achieve better success?
A key skill I realized I needed to retrain myself in during the program was understanding my own communication style and how it differs from others. I learned that effective communication isn’t just about what I say, but how it is received by different people. This insight pushed me to be more mindful, adaptable and intentional in the way I communicate with diverse personalities and working styles.
How has the program helped you create goals that are pushing your career forward and allowing you to thrive and grow professionally?
The program has shown me how important it is to foster an environment for open feedback. I’ve learned growth comes from honest conversations and by welcoming feedback. I can improve and align my goals with both personal development and professional success.
What has the program taught you about yourself and your ability to lead and what steps will you take to actualize your leadership qualities because of this new understanding?
This program has taught me that effective leadership starts with self-awareness, especially in how I communicate and connect with others. I’ve learned that being a strong leader means creating space for open dialogue, adapting my communication style and encouraging feedback. To actualize these qualities, I plan to keep practicing active listening, seek out mentorship opportunities and intentionally foster environments where collaboration and growth are prioritized.
Executive Vice President, Class Valuation, Castle Rock, Colorado
What have you learned and discovered about yourself professionally through the mentorship program?
I truly love helping other women progress in their careers. It is important for women to understand their value.
What is a key skill you realized you needed to retrain yourself in during your participation in the program, to guide yourself to do things differently and achieve better success?
Being a strong leader means creating space for open dialogue, adapting [your] communication style and encouraging feedback.
> Regan Kelly, Senior Customer Success, Polly
The primary thing was organizing my days in order to participate in Tina’s wonderful program to prepare for mentor sessions. Our days are busy so creating a way to prioritize this program was important.
How has the program helped you create goals that are pushing your career forward and allowing you to thrive and grow professionally?
This program is giving me more excitement and confidence in continuing to mentor and lead.
What has the program taught you about yourself and your ability to lead and what steps will you take to actualize your leadership qualities because of this new understanding?
This program has reinforced for me that I have value to bring others in leadership experience.
Producing Branch Manager, Supreme Lending, Rhode Island
What have you learned and discovered about yourself professionally through the mentorship program?
This experience has helped clarify my goals, reaffirmed my commitment to continuous learning, and made me more intentional about how I show up at work. One of the biggest takeaways has been recognizing the value of collaboration and feedback in my development. Having a mentor offer perspective allowed me to better understand how I approach challenges, communicate, and adapt — especially in situations that call for strategic thinking or leadership.
What is a key skill you realized you needed to retrain yourself in during your participation in the program, to guide yourself to do things differently and achieve better success?
A key skill I needed to retrain was confidence in decision-making. During the mentorship program, I realized I often second-guessed myself or over analyzed out of fear of making mistakes. With my mentor’s guidance, I learned
Leadership isn’t just about having the right answers — it’s also about being present in the moment.
>
Eliana Parada, Producing Branch Manager,, Supreme Lending
to trust my judgment, make clearer decisions, and embrace the fact that growth often comes from taking informed risks.
How has the program helped you create goals that are pushing your career forward and allowing you to thrive and grow professionally?
My mentor, Jay, encouraged me to ask specific questions that helped me create clearer, more actionable goals aligned with my professional growth. Through our conversations, I was able to identify both short-term steps and long-term aspirations. With her support, I found a lending team that truly aligns with my vision and purpose. She also guided me in setting long-term goals, which led me to develop daily habits that support those goals. As a result, I feel more focused, motivated, and confident in my professional journey.
What has the program taught you about yourself and your ability to lead and what steps will you take to actualize your leadership qualities because of this new understanding?
My mentor, Jay, helped me see that I don’t need to wait for a title to lead — I can lead through influence, initiative, and consistency. The program showed me that leadership isn’t just about having the right answers — it’s also about being present in the moment and appreciating where I am in my journey. Moving forward, I plan to continue growing as a leader by seeking feedback, mentoring others, and stepping into roles that challenge me and help build my presence. n
The 2025 Mortgage Star Awards celebrate the bold, brilliant, and resilient women who are not only rising through the ranks — they’re reshaping the industry as they go. These honorees represent excellence across all corners of mortgage finance, from operations and sales to technology and executive leadership.
Selected for their impact, innovation, and unwavering commitment to progress, our Mortgage Stars are more than high performers — they’re change
agents, mentors, and role models lighting the path for others to follow.
We’re proud to honor this year’s class of trail-setters, ceiling-breakers, and industry shapers. Their stories inspire us, their work moves us forward, and their leadership is building a stronger, more inclusive future for us all. ★
EXECUTIVE VICE PRESIDENT, HEAD OF MARKETING, HR, STRATEGY, ASSET
Alyssa is a force of transformation within the mortgage industry, recognized for her rare combination of strategic vision, operational excellence, and people-centric leadership. Over the past three years, she has been instrumental in building the internal infrastructure of Asset Based Lending (ABL), driving measurable growth, and positioning the company for long-term success.
What sets Alyssa apart is her versatility and ability to lead across multiple departments — including HR,
processing, loss mitigation, strategy execution, and most recently, marketing. In every role, she has implemented scalable systems that optimize performance and prepare the organization for expansion. Under her leadership, ABL saw a 56% increase in volume, a 56% reduction in cost per closed loan, and its largest quarter in company history. She also cut paid search spend by 30%, saving $725,000 in just six months while maintaining momentum.
Alyssa’s influence extends beyond numbers. She’s shaped ABL’s customer-first strategy, reimagined its marketing and sales infrastructure, and helped recruit top-tier industry professionals — building a team designed for sustainable growth. Her leadership was pivotal in es-
tablishing a new executive team, each member aligned with the scalable vision she’s put in place.
Her legacy is built on scalability and sustainability. Alyssa doesn’t just solve problems. She builds frameworks, mentors future leaders, and embeds core values into every layer of the company. From codifying ABL’s mission and culture to driving 16% year-over-year employee growth, her work reflects a deep commitment to operational excellence and human impact.
Alyssa’s star shines because she’s not just reacting to the market. She’s shaping what’s next. Her leadership is helping define the future of lending, and her influence will be felt across the industry for years to come. ★
Winner profile written based off of nomination.
Under Alyssa's leadership, ABL saw a 56% increase in volume, a 56% reduction in cost per closed loan, and its largest quarter in company history.
What’s a challenge you faced that ultimately became a turning point for your growth?
When I entered the industry, I was immediately thrown into fastpaced, high-stakes work with a steep learning curve. I had to get up to speed quickly, deliver results from day one, and navigate a mix of personalities — some more supportive than others. Early on, it was easy to feel overwhelmed, but I quickly learned to re-center in those moments. I focused on what I could control: staying grounded, holding to my values, and letting my work speak for itself. That mindset became my foundation. I realized that lasting impact doesn’t come from big reactions to every challenge — it comes from consistency, clarity, and earning trust over time through action and output.
What changes or improvements would you like to see in the mortgage industry to better support women professionals?
I’d love to see more clarity and support around career paths for women wanting to grow in the mortgage space, especially outside tradition-
al sales roles. There’s so much opportunity in operations, product, tech, and strategy, but it’s not always visible. Giving women real access to stretch assignments, exposure to cross-functional projects, and leaders who invest in their development would go a long way. We don’t need special treatment; we need a clear runway and the chance to take off.
How do you empower others — especially women — coming up behind you?
I create co-ownership. Instead of holding all the answers, I bring others into the work with me. In my role, colleagues often expect me to provide all the direction, but I believe the best leaders ask more questions than they answer. I aim to facilitate not dictate, by encouraging dialogue, elevating different perspectives, and modeling extreme ownership. Empowerment starts with trust, and trust is built when people feel like their voice shapes the outcome.
What advice do you wish someone had given you at the start of your mortgage journey?
Every day is a school day in the mortgage industry! You’ll never know everything, and that’s fine. Focus on understanding where you shine, where your teammates shine, and how to build something greater together. The best teams function like machines, not because everyone knows everything, but because everyone contributes their unique strengths toward the same goal. ★
VICE PRESIDENT, COMMUNITY LENDING DEVELOPMENT, FIFTH THIRD BANK
What changes or improvements would you like to see in the mortgage industry to better support women professionals?
There are still areas in the mortgage industry where women are severely underrepresented especially in leadership and decision-making roles. Yet women bring unique insights that can shape how we do business and improve outcomes for future buyers. As women continue to drive growth in homeownership, it’s critical that their voices are reflected in the strategies, products, and experiences we create. We
need more women leading teams, influencing change, and helping define the future of the industry, not just participating in it. Our perspective isn’t just valuable, it’s essential.
What advice do you wish someone had given you at the start of your mortgage journey?
I wish someone had told me how much opportunity there really is in mortgage and that it’s not just for the guys. There are so many different paths to explore: sales, ops, underwriting, compliance, community lending, appraising, secondary markets, you name it. Depending on where you land, you might be the only woman in the room, but that’s even more reason we need more women stepping up and leading. We’re still underrepresented in a lot of areas, and our voices can seriously shape the future of lending. We bring a different perspective, ask different questions, and better understand the next generation of buyers. There’s so much room to grow, lead, and find your lane in this industry — and once you do, it’s pretty incredible.
What’s one skill or mindset that’s been essential to your success — but rarely talked about?
That lived experience has become one of my greatest strengths. I can translate community needs into language the bank understands and just as importantly, I can explain financial tools and resources to communities in a way that feels real and relatable. I speak both “bank” and “community,” and I bring authenticity to both spaces. This mindset has helped me build trust, influence strategy, and stay grounded in the belief that good business starts with doing good. When we center the customer and invest in communities, everything else — growth, success, impact — follows.
How do you empower others — especially women — coming up behind you?
I empower others — especially women — through mentorship, connecting them to opportunities in my network, and advocating for them behind closed doors. Whether I’m a manager, mentor, or friend, I invest in their growth by sharing lessons from both my wins and failures, in life and in corporate spaces. ★
How do you approach building and maintaining relationships with clients and colleagues?
This is where “practice what you preach” truly comes to life. I saw the potential in the short-term rental market early — not just as a loan product, but as an investor myself. That personal experience gave me credibility and relatability that makes relationship-building feel authentic. I connect with clients at Short-Term Rental (STR) conferences and retreats — sometimes as a speaker, often as a peer — and that shared path creates lasting relationships that go far beyond the loan. It’s never just about the transaction; it’s about building trust through shared goals and mutual respect. The same approach applies to my colleagues. I lead with transparency, collaboration, and a genuine willingness to share what’s working (and what isn’t). When people know you’re in it for the long haul and care about their success as much as your own, it creates a culture of connection, not competition. That’s where true professional growth happens.
What changes or improvements would you like to see in the mortgage industry to better support women professionals?
The industry could do a better job of recognizing women who are quietly breaking ground, especially in complex niches like shortterm rentals and investor lending. When I began focusing on STR loans, there were no playbooks or mentors. I had to build the systems, scripts, and strategy from scratch. That behind-thescenes work is powerful, even if it’s not always visible. What would really move the needle is earlier access to leadership roles, visibility, and platforms where women can share their hardearned expertise. Many of us are building empires without a spotlight, and it’s time those voices were amplified. This is a high-stakes, performance-driven business. Success takes sacrifice, clarity, and relentless effort. I don’t think we need to soften the demands; I think we need to sharpen the tools. Let’s double down on mentorship, education, and opportunity so women can scale without having to prove their worth twice just to be seen.
ing up behind you?
How do you empower others — especially women — com-
Admittedly, running a high-volume business doesn’t always leave time for as much direct mentorship as I’d like, but I feel that impact comes in many forms. From early on, I’ve been a trailblazer in the second home and investment loan space, especially when it comes to shortterm rental financing. I didn’t have a roadmap; I had to build it. And in doing so, I’ve watched other women follow the path I helped carve out, which is incredibly rewarding. Even if I’m not always mentoring one-onone, I lead by example. ★
SENIOR VICE PRESIDENT, DIVISION OPERATIONS, FIRST AMERICAN
How do you empower others — especially women — coming up behind you?
I’ve had the benefit of incredible female mentors, and I consider it my responsibility to pay that forward. I’m proud to be part of a company that invests in internal leadership programs like SPARK and Women in Leadership, giving women space to grow and connect across the organization.
One of the most effective ways I empower others is by trusting them with meaningful work. Too many leaders hesitate to delegate, either
out of fear the work won’t be perfect or because they don’t want to burden others. But I believe giving someone a stretch opportunity is one of the best ways to help them grow. I often tell my team the best advice I received: anticipate what your leader needs before they ask. It shows you’re ready for the next step.
How do you approach building and maintaining relationships with clients and colleagues?
For me, relationships are rooted in curiosity and trust, not constant contact. I’ve always had a close inner circle and tend to value depth over volume. But over the years, I’ve found my way of connecting: by sharing insights, ideas, or tools that might help someone think differently. It’s my way of saying, “I’m invested in your growth.”
That same mindset applies to my client relationships. I listen first, understand their challenges, and then look for ways we can solve them together. Whether it’s customizing a business process outsourcing strategy or guiding them through a digital transformation, I
focus on being a true partner, not just a service provider. Whether it’s with clients, colleagues, or friends, I approach relationships through the lens of learning and shared growth.
What changes or improvements would you like to see in the mortgage industry to better support women professionals?
We need to go beyond awareness and provide real infrastructure — programs, funding, and opportunities — for women to advance their careers. That means more leadership training, more technical upskilling, more cross-functional exposure. Too often, support for women centers only on balancing career and family, which is important, but we also need to talk about economic advancement, executive readiness, and influence.
Companies like First American are making progress, but the industry as a whole needs to invest more in women as innovators, strategists, and decision-makers. Because when women are equipped with the right tools and sponsorship, they don’t just lead — they transform the future of this industry. ★
What’s a challenge you faced that ultimately became a turning point for your growth?
As many women do, I took some time off to raise my kids, which is daunting for most of us. I left a successful leadership career in tech start-ups where I specialized in Sales, Marketing, and Product Management. When it was time to return to the workforce, I had some soul searching to do regarding my next steps. I could start at the bottom/midpoint of where I had been or pivot to an entirely new function. I had the opportunity to learn Talent Acquisition from the ground up, which made sense because I understood the tech start-up ecosystem and how all the various functions worked to solve problems and bring products to market. I started as a Tech/Corporate recruiter in Silicon Valley, eventually launched my own boutique staffing firm and then moved into Mortgage Tech as a global talent leader. Best career decision I ever made!
How do you empower others — especially women — coming up behind you?
As a manager, don’t micromanage. Give credit where credit is due. Challenge your employees to
grow and learn and push outside of their boundaries. Provide training opportunities and always be their biggest champion and advocate, because ultimately, their success is your success. Take chances but own your mistakes. Be collaborative. Hear all perspectives. Develop connections outside of your company in your industry. Become a mentor to help open doors and create connections that ultimately provide opportunities for growth.
What advice do you wish someone had given you at the start of your mortgage journey?
The mortgage industry is incredibly volatile. Anyone in this industry needs to ensure that their expertise/job is not entirely dependent on market conditions. You need to cross train and understand where your skills are applicable in functions/positions other than your specific role. Step outside of your comfort zone and continually build yourself up. Learn new skills. Stay relevant!
How do you approach building and maintaining relationships with clients and colleagues?
Seek to understand and figure out the ‘why’ to every request. This builds trust, makes people feel ‘heard’ and ultimately fosters strong relationships that allow you to succeed, together. My manager/mentor always reminds me to ‘assume positive intent’ because sometimes emotions get in the way. Have the hard conversation while remaining respectful. ★
CHIEF OPERATING OFFICER, A&D MORTGAGE, LLC
Lana Izgarsheva is a trailblazer in the mortgage industry, bringing together cutting-edge innovation and a people-first leadership style that is transforming Non-QM lending. As Chief Operating Officer at A&D Mortgage, Lana has driven the development of groundbreaking technologies and operational strategies that are redefining broker support, efficiency, and service standards across the industry.
Among her most notable accomplishments is leading the creation of the first-ever Automated Decision
System (AUS) for Non-Qualified Mortgage (QM) loans —a landmark achievement that has dramatically improved speed, accuracy, and accessibility for brokers navigating complex loan scenarios. She also spearheaded the launch of Leader CRM, a proprietary system built to enhance broker relationships, and the ADvantage Loyalty Program, which grew to over 2,500 participants within its first year. These initiatives have raised the bar for lender-broker engagement and created a blueprint for others to follow.
Lana’s impact extends beyond innovation. Under her leadership, A&D Mortgage experienced a 40% increase in closings, thanks to her optimization of underwriting workflows and implementation of performance scorecards that main-
tained service quality during rapid growth. She has also prioritized internal growth, introducing employee development programs and quality control systems that have significantly reduced loan defects and bolstered investor confidence.
Respected for her strategic insight and unwavering dedication, Lana is not only moving her company forward but reshaping industry standards for Non-QM lending. Her vision ensures that the tools and programs she introduces today will continue to serve brokers, borrowers, and partners well into the future.
Lana Izgarsheva’s legacy is one of innovation, excellence, and authenticity — earning her a well-deserved place as a standout leader in the mortgage industry. ★
Winner profile written based off of nomination.
Respected for her strategic insight and unwavering dedication, Lana is not only moving her company forward but reshaping industry standards for Non-QM lending.
Ginny Phillips
SENIOR MORTGAGE ADVISOR, ATLANTIC BAY MORTGAGE GROUP
What’s a challenge you faced that ultimately became a turning point for your growth?
One of the biggest challenges I faced was leading a team while juggling a rapidly growing pipeline. I was so focused on serving clients and growing the business that I didn’t realize my internal team was feeling overwhelmed and disconnected — It led to communication breakdowns, and ultimately, things not running as smoothly behind the scenes.
It forced me to pause and look inward. I started working with a coach, restructured our systems, and became more intentional about how I show up as a leader. That challenge became a turning point in my growth — not just as a mortgage advisor, but as someone responsible for a team’s wellbeing. Today, we’re stronger and more aligned than ever, and I’ve learned that how you lead behind the scenes matters just as much as how you perform in the spotlight.
How do you approach building and maintaining relationships with clients and colleagues?
I’ll be honest — I wish I had done
a better job staying closely con nected to past clients from the beginning. For years, I was so focused on getting the next deal done that I didn’t build the kind of long-term systems I needed for client follow-up.
But I’m working on it now. I’m building more intentional touchpoints — like ‘pop-bys,’ agent events, and follow-up videos — and I’m using tools and team sup port to help keep it consistent. The goal is to stay top of mind, not just as their lender, but as someone who truly cares about their journey. It’s a work in progress, but one I’m excited about.
ship, balancing family, or setting boundaries — without feeling like it makes them ‘less professional.’
What changes or improvements would you like to see in the mortgage industry to better support women professionals?
I’d love to see more intentional mentorship and leadership development pathways for women in the mortgage industry. We need spaces where women can speak openly about challenges — whether it’s navigating leader-
I also think there’s room for more flexible work structures that honor performance over presence. So many incredible women leave the industry — or never reach their potential — because the systems weren’t built with them in mind. If we want to retain top talent, we need to create a culture that values contribution, collaboration, and well-being ★
What’s a challenge you faced that ultimately became a turning point for your growth?
Being a two-time cancer survivor reshaped my entire perspective on life and work. Facing a life-threatening illness not once, but twice, forced me to confront my limits, reevaluate my priorities, and dig deeper into my inner resilience than I ever thought possible. What I discovered in that process didn’t just help me survive — it transformed how I show up professionally.
Before cancer, I was driven by achievement. After cancer, I be-
came driven by purpose. The experience taught me the value of time, the importance of meaningful work, and the strength of vulnerability. I no longer feared failure the way I once did; when you’ve faced mortality, a tough meeting or a bold career risk just doesn’t hold the same weight. This shift allowed me to lead with more courage, authenticity, and clarity.
What changes or improvements would you like to see in the mortgage industry to better support women professionals?
Women in leadership should be the standard, not the exception. While progress has been made, there’s still a noticeable gap in the representation of women in executive and decision-making roles across the mortgage industry. Increasing visibility and access to leadership opportunities is essential if we want to create a more equitable, innovative, and sustainable future for this business.
We also need to improve mentorship pipelines and prioritize pay equity and career advancement
opportunities across the board. We need to create more spaces where women are not only invited to the table but empowered to speak, lead, and reshape the conversation. That includes rethinking how we define success and how we challenge the subtle biases that still exist in hiring, networking, and deal making.
What advice do you wish someone had given you at the start of your mortgage journey?
Get a mentor. Don’t try to figure everything out on your own. Find someone who’s been where you want to go, who can offer guidance, challenge you, and help you avoid mistakes you don’t need to make.
Stand up for yourself. No one will advocate for you like you can. Don’t be afraid to speak up, share your ideas, or say no when something doesn’t align with your goal. Confidence doesn’t come from having all the answers, but from trusting yourself enough to use your voice.
Negotiate your salary. Always. You are not being “difficult” or “ungrateful” for asking to be paid what you’re worth. Know your value, do your research, and don’t be afraid to ask for more when you’ve earned it. ★
Margaret Strotman
SENIOR VICE PRESIDENT, HEAD OF CREDIT RISK STRATEGY, FIFTH THIRD BANK
What’s one skill or mindset that’s been essential to your success — but rarely talked about?
Perseverance. It’s not glamorous, but it’s foundational. I was a nationally ranked athlete and earned a Division I scholarship, so from a young age, I learned how to push through discomfort, set ambitious goals, and stay committed to the process. That mindset has carried over into my career.
In mortgage banking — and especially in Credit Risk Strategy — there are constant challenges, shifting priorities, and moments where the path forward isn’t clear. Perseverance is what keeps you grounded when things get tough.
It’s what helps you keep learning, keep showing up, and keep leading even when the outcome is uncertain.
I also believe in the power of personal challenge. I’ve always set goals that stretch me, and I encourage others to do the same. It’s not about perfection — it’s about progress. And that mindset has helped me grow into roles I once thought were beyond my reach.
What advice do you wish someone had given you at the start of your mortgage journey?
I’ve always set goals that stretch me, and I encourage others to do the same. It’s not about perfection—it’s about progress. And that mindset has helped me grow into roles I once thought were beyond my reach.
I wish someone had shown me the full scope of opportunities in mortgage banking. When I started, I was just happy to have a job — I didn’t realize how critical housing is to the economy or how many career paths exist within the industry. I was lucky to land in a role I enjoyed, but I didn’t have a roadmap. Looking back, I would’ve benefited from a broader perspective on how the industry works and how each role contributes to the borrower journey. Now, I make it a point to share that insight with others starting out. ★
What changes or improvements would you like to see in the mortgage industry to better support women professionals?
One of the biggest improvements
I’d like to see in the mortgage industry is more intentional support for women’s advancement — especially into leadership roles. Women are incredibly capable and often bring unique strengths to this industry — like empathy, attention to detail, and long-term relationship building — but they’re still underrepresented at the top.
I’d love to see more structured
mentorship programs, greater visibility for women leaders, and inclusive networking opportunities that don’t center around traditional “old boys club” environments. Flexibility is another big one — policies that support work-life balance without penalizing ambition would make a real difference.
advice do you wish someone had given you at the start of your mortgage journey?
I wish someone had told me: “You don’t have to know everything on day one — just focus on learning, listening, and building relationships.” When I started, I felt pressure to have all the answers, and it was easy to feel overwhelmed by guidelines, rates, acronyms, and constant changes. But the truth is, success in this industry isn’t about knowing everything — it’s about being resourceful, staying curious, and surrounding yourself with people you can learn from.
What’s one skill or mindset that’s been essential to your success — but rarely talked about?
One of the most essential — and underrated — skills in the mort-
gage industry is emotional intelligence. We often focus on rates, guidelines, and numbers (and those are important), but at the heart of every deal is a person likely making one of the biggest financial decisions of their life.
Understanding their emotions, being able to read between the lines, and responding with empathy can make the difference between a one-time transaction and a lifelong client relationship.
How do you empower others — especially women — coming up behind you?
Empowering others — especially women — in the mortgage industry is something I take seriously because I know how important representation and mentorship are. I try to lead by example, showing that success doesn’t have to come at the cost of authenticity or balance.
One way I empower women is by being available — whether it’s answering questions or simply listening without judgment. I’ve mentored newer professionals, shared tools and strategies that helped me grow, and openly talked about the challenges I faced so others know they’re not alone. ★
DIVISIONAL PRESIDENT, DUE DILIGENCE, INGLET BLAIR, A QC ALLY COMPANY
What’s one skill or mindset that’s been essential to your success — but rarely talked about?
One mindset that’s been essential to my success but isn’t often talked about is leading beside others, not above them. It’s about creating an environment where collaboration isn’t just encouraged — it’s expected. When people feel their perspectives are valued, they’re more engaged, more creative, and more invested in the outcome. This approach has consistently led to better ideas, faster problem-solving, and a culture where ownership and trust are shared across the team.
How do you empower others — especially women — coming up behind you?
I empower others, and especially women, by creating space. Space to ask questions, to try, to fail, and to grow. It’s not just about opening doors. It’s about making sure they feel confident walking through them. I prioritize mentorship, transparency, and building a culture where curiosity is welcomed and mistakes are treated as part of the process. When people — and especially women — see that
their voice has weight and their growth is supported, they begin to lead with more courage and conviction.
How do you approach building and maintaining relationships with clients and colleagues?
I approach relationships with a focus on consistency, follow-through, and transparency. Whether it’s with clients or colleagues, I believe trust is built in the everyday moments — showing up, delivering on promises, and communicating with clarity and respect. I also make a point to understand what matters most to the other person, because strong relationships aren’t just about getting things done; they’re about aligning around shared goals and building mutual respect over time.
What changes or improvements would you like to see in the mortgage industry to better support women professionals?
I’d like to see more intentional mentorship and sponsorship of women
— especially in leadership and revenue-driving roles. Too often, the pipeline exists, but the guidance and advocacy needed to advance through it are lacking. Women bring strategic, empathetic, and innovative strengths that aren’t just valuable — they’re essential to the future of this industry. We need to move beyond inclusion toward intentional elevation, creating pathways that recognize and invest in the full range of leadership potential women have to offer. ★
A warm welcome to you! I’m Kelly Hendricks, the Managing Editor of Mortgage Women Magazine and Senior Vice President of Delmar Mortgage, and it brings me great joy to extend this invitation to you. Throughout my career in the mortgage industry, I’ve been fortunate to have leaders and mentors who played pivotal roles in shaping my journey. I am thrilled to introduce a transformative initiative – the Mortgage Women Leadership Council, created by Mortgage Women Magazine.
In my role, I’ve experienced the challenges that women face in leadership within the mortgage sector. These challenges led to a profound realization — the need for a dynamic network to empower women in our industry. This realization is the driving force behind the creation of the Mortgage Women Leadership Council. I believe in the power of collective support, and I am excited about the opportunity to share and benefit from each other’s experiences.
Our mission is clear: to promote and empower women’s leadership in the mortgage sector. The council aims to create a supportive environment for professional growth, mentorship, and networking. Joining the
council comes with various benefits, including networking opportunities and access to industry-specific professional development resources. We understand the unique challenges women face in mortgage leadership and have tailored mentorship and support systems to address them.
I invite you to join this movement to empower women in the mortgage industry. The Mortgage Women Leadership Council is committed to fostering a welcoming and supportive environment. Your involvement will not only contribute to your personal and professional growth but also play a crucial role in advancing women’s leadership in our industry. To join or get involved, simply click here to apply.
Thank you for considering this invitation to join the Mortgage Women Leadership Council. For further inquiries about the council and details on how to join, please contact Beverly Bolnick at bbolnick@ambizmedia.com. Let’s work together to advance women’s leadership in the mortgage industry — because collective action brings about meaningful change.
Kelly Hendricks Managing Editor, Mortgage Women Magazine
As a valued member, enjoy these benefits:
Access to a Powerful Platform: Amplify your voice and influence through Mortgage Women Magazine, exclusive sponsored programs, email newsletters, and impactful events.
Editorial Opportunities: Showcase your expertise and insights through editorial features in Mortgage Women Magazine, gaining visibility and recognition among industry peers.
Awards and Recognition: Receive well-deserved recognition through our award programs, celebrating your achievements and contributions to the mortgage industry.
Community Support: Become part of a dedicated community committed to celebrating and driving meaningful progress in the mortgage sector. Connect with likeminded women leaders, share experiences, and foster collaborative initiatives.
Mortgage Women Magazine: Enjoy your complimentary digital subscription to Mortgage Women Magazine, the premier publication for women in mortgage. Read advice, learn about industry updates, and take in the inspiring stories of your peers.
Become a member today.
Join us and be a driving force in creating a more inclusive and thriving mortgage industr y. Together, as a united community, we believe we can make real change.
Enjoy 1 year of your individual membership free! Use code MWM25
mwlcouncil.com
