THE THREE PILLARS OF LEADERSHIP
WHY EVERY WOMAN NEEDS A MENTOR, COACH, AND SPONSOR
THE SILVER LINING HOW HECMs ARE SHAPING THE FUTURE OF SENIOR HOMEOWNERSHIP
REPURPOSE, REINVENT, RISE PIONEERS OF PROGRESS
HOW 2025'S NORTHEAST WOMEN IN BANKING & MORTGAGE HONOREES REDEFINE SUCCESS ACROSS THE FINANCIAL INDUSTRY
JACQUELINE CRIDER and PBJ MORTGAGE’S recipe for simple, savvy home loans
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As we step into 2025, Mortgage Women Magazine embraces a year brimming with promise and new beginnings. We turn the page on a challenging 2024 with renewed optimism and a clear focus on growth, connection, and progress.
We are especially thrilled to launch our Mortgage Women Leadership Council Mentoring Program. This initiative is more than just a milestone — it’s a movement. Through mentorship, we aim to cultivate the next generation of leaders, creating pathways for success and strengthening the bonds that make women in our industry unstoppable. This program is built on the belief that collaboration and guidance are keys to not just surviving but thriving in any market.
The road won’t be without hurdles, but the outlook for 2025 shines brighter. Together, through innovation, perseverance, and mutual support, we can rise above challenges and seize the opportunities that lie ahead.
Here’s to a year of empowerment, growth, and success — let’s make 2025 the year we’ve been working toward!
As we look ahead, there’s cause for cautious optimism in the housing market. The MBA forecasts a rebound in home sales for 2025, signaling a potential shift toward more robust inventory levels. While higher mortgage rates continue to present challenges, economists suggest we may see some stabilization in rates as the year progresses. This could be the catalyst needed to unlock more opportunities for buyers, sellers, and the industry as a whole.
Kelly Hendricks Managing Editor, Mortgage Women Magazine
VINCENT M. VALVO
CEO, PUBLISHER, EDITOR-IN-CHIEF
ALISON VALVO
CHIEF OPERATING OFFICER
BEVERLY BOLNICK
ASSOCIATE PUBLISHER
KELLY HENDRICKS
MANAGING EDITOR
ANDREW BROOKS BAKER, KATHRYN FITZPATRICK, KATIE JENSEN, RYAN KINGSLEY, AARON MARSH
ASSOCIATE EDITORS
TINA ASHER, MICHELE BODDA, JACQUELINE CRIDER , CASEY CUNNINGHAM, SHELLEY DUFFY, YVETTE GILMORE, LORRAINE GIRON, SHANNON HOFF, MARY MARGARET HOGAN, SUSAN A. POMFRET, CHANDRA SRIVASTAVA CONTRIBUTING WRITERS
NAVINDRA PERSAUD DIRECTOR OF EVENTS
MELISSA PIANIN
MARKETING & EVENTS ASSOCIATE
COURTNEY VALVO EVENTS COORDINATOR
JULIE CARMICHAEL PROJECT MANAGER
MEGHAN GOLDEN DESIGN MANAGER
STACY MURRAY, CHRISTOPHER WALLACE GRAPHIC DESIGN MANAGERS
ANDREW BERMAN
HEAD OF CUSTOMER OUTREACH AND ENGAGEMENT
KRISTIE WOODS-LINDIG ONLINE ENGAGEMENT SPECIALIST
KRYSTINA COFFEY, MATTHEW MULLINS MULTIMEDIA SPECIALIST
WILLIAM VALVO
UX DESIGN DIRECTOR
From burnout to breakthrough, discover how PBJ Mortgage turned a sticky industry into a smooth process. This is the story of spreading simplicity, layering purpose, and cutting the crusts of complexity — all with the heart of a classic sandwich.
BY JACQUELINE CRIDER
6
Navigating The Refi Road Ahead
Refinancing is a gamechanger — if you’re ready.
10
Secrets To Prioritizing Like A Pro
Clear priorities and healthy boundaries can transform your leadership game. Learn practical tips to focus on what matters most.
12
Click, Watch, Learn
Why webinars are the secret sauce for educating audiences, nurturing leads, and growing your brand.
16 Revenue Revolution
How a CRO’s touch transforms the mortgage game.
20 Rising Above The Headwinds
Embrace change and innovation in 2025. From diversifying products to proactive client support and smart risk management, these strategies are paving the way for success.
54 Breaking Barriers, Building Legacies
Meet the nine Northeast Women in Banking and Mortgage honorees who are reshaping the financial landscape. From breaking barriers to building pathways for success, these leaders are paving the way for future generations.
22
Unlocking Potential
Why investing in employees is a mortgage industry must.
26
Ready, Set, Grow
Discover how embracing challenges, nurturing client relationships, and adapting to new market conditions can fuel your mortgage business in 2025.
30
HECM To The Rescue
The power of HECMs for seniors.
36
The Leadership Triangle
How mentors, coaches, and sponsors propel women forward.
40
Shifting Gears
How displacement became a gateway to mortgage reinvention.
ABY MICHELE BODDA, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
s we step into 2025, mortgage lenders face the perennial challenge of determining where to focus their strategies. With no shortage of potential opportunities on the horizon, it can be difficult to decide where to hone your focus and determine which areas will yield the best results.
It’s in moments like these, access to a crystal ball to predict the future would certainly make our lives much easier.
In the absence of such a luxury, as we look ahead, one thing is clear: lenders must be constantly ready for shifting rates. When refinancing opportunities present themselves, lenders that are prepared can act decisively to protect their portfolio and gain market share. While other priorities such as new home purchases, loan servicing, and customer retention are undoubtedly important, the potential benefits of a well-executed refinance strategy should not be overlooked.
Refinancing offers all the necessary ingredients to strengthen relationships with existing borrowers, improve portfolio performance, and capitalize on favorable market conditions. By focusing on refinancing, lenders can help borrowers reduce their monthly payments, consolidate debt, or access home equity for major expenses. This not only enhances borrower
satisfaction but also fosters loyalty, increasing the likelihood of repeat business and referrals, which is a win-win.
To fully capitalize on these opportunities, lenders must adopt a proactive and strategic approach. So, here are five important strategies mortgage lenders should consider to execute their refinance strategy:
One of the most important steps in preparing for a refinance market is identifying borrowers who are or will likely become eligible for a rate and term refinance. At each rate threshold, millions of mortgages become ripe for refinancing. By leveraging advanced data analytics, lenders can pinpoint these borrowers and offer them refinancing options that reduce their monthly payments. This not only helps borrowers save money but also strengthens their loyalty to your business.
Protecting your portfolio from competition is key to taking advantage of refinancing opportunities and understanding your recapture rate for purchase versus refinances is an important first step. From there, following up with account review and predictive analytics can help you reach out to and retain your
Don’t wait for borrowers to come to you; instead, proactively engage with them through regular communication and personalized offers.
customers before they go to the competition. For customers with low-rate mortgages, lenders may consider home equity originations or the activation of dormant HELOC’s to protect those relationships.
It’s no surprise borrowers may seek refinancing for a variety of reasons. Some may want to lower their monthly payments, while others might be looking to consolidate debt or fund home improvements. There is no one-size-fits all borrower so you cannot rely on a one-size-fits-all approach. Understanding the diverse needs of borrowers is crucial for crafting targeted refinance campaigns so you are ready as rates lower and more eligible populations open up. The ability to do this successfully lies in utilizing comprehensive
you get from marketing campaigns to ensure offers translate to booked loans. This not only maximizes your campaign ROI but also ensures your resources are utilized efficiently. In short, predictive analytics can help you stay one step ahead of the competition by identifying refinance opportunities before they become apparent to others.
Last but certainly not least, in any market, building and maintaining strong relationships with borrowers is essential and timing is everything. Don’t wait for borrowers to come to you; instead, proactively engage with them through regular communication and personalized offers. Use data-driven insights to tailor your messages and provide value-added services that
There is no one-size-fits all borrower so you cannot rely on a one-size-fits-all approach.
borrower behavior data to segment your audience based on their specific needs. This approach ensures that your marketing efforts are more personalized and effective.
Predictive analytics can be a game-changer in identifying and reaching borrowers who are most likely to respond to refinance offers. By incorporating predictive models into your segmentation strategy, you can focus your outreach on borrowers with the highest propensity to refinance. This includes leveraging custom targeting models, VA/FHA and other prescreen campaigns, ITA’s, and multiple channels such as direct mail, digital, and phone campaigns can ensure effective prospecting. In addition, having an effective one-bureau pre-application qualification process can protect the leads
keep your brand top of mind. A well-nurtured borrower relationship can lead to repeat business and referrals, which are invaluable in any market.
Refinance opportunities can reappear with little notice. When that happens, lenders have a significant opportunity if they are prepared. By identifying eligible borrowers, understanding their needs, leveraging predictive analytics, and nurturing relationships, lenders can position themselves for success.
As we navigate this evolving landscape, staying proactive and data-driven will be key to capitalizing on refinancing opportunities. ■
Michele Bodda is president of Experian housing, verification solutions and employer services at Experian PLC
Creating a space for the next generation in NMLS education.
Introducing Maximum Acceleration, your new premier provider of continuing education.
We’re not just bringing you a lecture. We’re bringing you the fuel to spark your competitive fire, the plan to win the game on the merits, the confidence to know the rules and master them.
We’re Maximum Acceleration, and we’re where loan originators go to put their career in high gear.
— LaDonna Lockard, CEO
BY TINA ASHER, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
We all have 24 hours in a day, yet some people seem to juggle it all without missing a beat. What’s their secret? It often comes down to one thing: clear priorities and healthy boundaries.
Whether you’re leading a team, managing a business, or balancing the demands of your role, mastering this balance is crucial — not just for productivity, but for your well-being and long-term success. Let’s break it down!
Setting priorities sounds simple, right? But with constant emails, meetings, and unexpected fires to put out, staying focused can feel like an uphill battle. Here’s how you can stay aligned with your true priorities:
• Identify your top 3 non-negotiables. What are the three things you must accomplish today, this week, or this quarter? These are your anchor points.
• Delegate what you can. Leaders know that they can’t (and
shouldn’t) do it all. Trust your team, empower them, and focus on the tasks that only you can handle.
• Check in with your goals. Are you spending your time on tasks that align with your long-term goals, or just putting out fires? Adjust accordingly.
Boundaries aren’t just a nice-to-have; they’re essential to protect your time, energy, and focus. Without them, it’s easy to become reactive instead of proactive. Here are some boundary-setting tips specifically for leaders:
• Create time blocks for deep work. Set aside dedicated time for focus without interruptions. This allows you to tackle your most important tasks without distractions.
• Set communication boundaries. Let your team know when you are and aren’t available. For example, limit non-urgent meetings or emails outside of core hours.
• Learn to say no (strategically). Saying yes to everything often means saying no to your top priorities. Decline or defer tasks that don’t serve your key objectives.
Boundaries … without them, it’s easy to become reactive instead of proactive.
YBY MARY MARGARET HOGAN, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
ou’re cordially invited to this information-packed webinar! You’ve heard it before; you’ve seen it in your inbox, and perhaps you’ve clicked the registration button and tuned in. We’ve all been invited to webinars — sometimes daily. But if we’re being cordially invited so frequently, what makes webinars so special? Why do people still insist on hosting these sessions even when it’s your third invite today? Because webinars work.
Step back from the influx of webinar invites in your inbox and let’s dive into the power of a well-orchestrated webinar.
Who doesn’t love free? Typically, the most distinct power of a webinar is the accessibility of the virtual seminar itself, and that begins with its cost-effectiveness. Webinars are the prime platform to feature an organization expert ready to engage with participants and provide personal and professional insight into the given subject matter. Now, offering this all for merely the price of their attention? That’s golden.
Webinars are cost-effective all around. For the audience members, signing up and receiving expertise on industry tools, trends, and best practices is time well spent. For the organization itself, there is no expense needed beyond company time to host a successful webinar — company time that, if used strategically, could in fact result in a financial gain for the organization, whether it’s from lead generation, future product purchases, or the priceless brand impact of an educational presentation. And ultimately, if there is a large enough demand for it, monetization of a webinar series could also very well be a possibility down the line.
Still, there is nothing more valuable than an organization showing their clientele that they wish to be their guides. Providing free and accessible education is one of the best ways to establish your brand as an authority in the market and a trusted partner along the buyer’s journey.
Perhaps the most advantageous and obvious aspect of webinars is their extensive potential for audience reach. Broadcasting live from the comfort of your office or work-from-home setup, you have the rare opportunity to connect with individuals on a global scale. With thorough promotional emails and social targeting, gathering
There is nothing more valuable than an organization showing their clientele that they wish to be their guides.
is the accessibility of the
itself, and that begins with its
registrants should be an easy sell: Come to this webinar, it’s free, it’s educational, and you can join from wherever you may be!
If marketed appropriately, webinars are the perfect medium to be introduced to clientele you may have never interacted with otherwise. Whether they are too busy, too reserved, or too far to meet you on the road, there is a large possibility they will make time in their schedule for an informative webinar featuring an industry expert they are curious about. Webinars can act as a less intimidating, less demanding sign-up process and therefore can deliver quite the turnout. And hey, if they don’t make it, don’t hold a grudge. Instead, send over the recording to the captured email, and they can watch on their own time. With this simple act of generosity, your organization still has the chance to retain their attention and establish your status as a trusted resource.
By diversifying your audiences with participants that you may have never met before, there is a unique instance where their questions and concerns can lead to webinar content in the future. Including a Q&A session where the host can engage directly with the present audience often creates a symbiotic exchange. We have the answer to your question, and now we can go more in depth on that subject matter in a future session.
And with the necessity of a sign-up process comes the opportunity for organic email capture! With the participants merely registering for the webinar to show up on their calendars, your organization has successfully generated a lead. Furthermore, when they attend the virtual seminar, they are being nurtured, educated, and if empowered effectively, could leave as a new customer, follower, and fan.
Ranging from thirty minutes to a full hour, hosting webinars crafts instantaneous video content at the palm of your hands. In an age where both quantitative and qualitative content
is valued, webinars provide a sure-fire way to have regularly scheduled and organic material. In the more obvious sense, the video provides opportunities to clip and create minute-long educational content for all your social feeds. Additionally, these clips, if sliced together, could be orchestrated into somewhat of a promotional sizzle reel.
The adaptable content generated from these webinars goes beyond just video material. As the host of the webinar session or series crafts their outline, these can easily be adopted for future content once the webinar session has run its course or gone stale. When adopting the inclusion of a Q&A segment, there’s the prospect of crafting content around those questions and concerns. Keeping the anonymity of the participants, there could be a series of social posts and blog posts dedicated specifically to address those newfound pain points.
Webinars justify the rare occurrence of an organization expert taking time out of their day to sit down in front of a camera and talk about their expertise. It is incredibly important to maximize this window of opportunity and repurpose this content to reach audiences beyond the initial webinar registrants.
Crafting webinar series not only gets your on-team experts directly engaged with audiences without geographical boundaries but establishes regular programming that can solidify your organization as an industry thought leader. Webinars are the simplest, most cost-effective way to show potential and current clientele that we care, we want to empower you, and we’re right here.
So, the next time you’re cordially invited, maybe take a second glance and sign up, or consider employing a webinar series the next time you’re looking for an affordable and effective way to establish authority and expand your business. ■
Mary Margaret Hogan, Event Marketing Specialist at RCN Capital.
IBY CHANDRA SRIVASTAVA, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
n the rapidly evolving mortgage industry, the Chief Revenue Officer (CRO) role has become a critical component in driving growth, efficiency, and customer satisfaction. A CRO has to exist between the people-side of the business (sales, marketing, and managing accounts) as well as the mathematical side of the business (profits, expenses, and risks). And as the mortgage market keeps changing, so do the needs of clients — be they homebuyers, Realtors, brokers, or lenders. Keeping all these stakeholders happy requires a long and growing list of responsibilities that impact revenue, including everything from day-to-day activities such as sales funnel management to broad strategy such as partnerships and market expansion.
Being the CRO is a unique opportunity for anyone, but especially for a woman. Over the last few decades, female executives have gone from virtually non-existent to representing roughly one out of every four executives today. That growth is good, but good may not be good enough for firms to reap all the potential benefits of diversity. For this audience, I wanted to take a closer look at the role gender plays in executive leadership roles like CRO — and what that may mean for compa-
nies that are willing to break the mold in our industry.
Everything and nothing. Prior to working in the mortgage industry, I was a Professor of Marketing. I received my Ph.D. from the University of Texas at Austin, where I did my dissertation research on the impact that female executives have on firm strategy.
In our research, my co-authors and I found that female executives are more likely to focus on relationship building and maintenance than their male counterparts (also referred to as having an ‘interdependent self-construal’ in academic jargon). Specifically, we found that female executives are more prone to consistently allocating resources (time, money, and attention) to customers across a variety of business functions, therefore increasing the customer orientation and long-term financial performance of their organizations. Importantly, the influence of any one female executive is amplified when other women are in the room — especially other women with high ranking roles. Because an interdependent self-construal stems from the differences between how women and men are
raised in society (and every individual falls at a different point on a spectrum), these results are not about sex per se, but gender is a strong proxy.
If we extrapolate these findings to consider the impact a female CRO may have on her company: she is more likely than a male counterpart to bring ingrained customer-oriented skills to bear in her role, and she is also more likely to bring visibility to perspectives provided by other women across business functions.
The CRO covers a wide variety of activities that are often subdivided among other executives, such as the Chief Marketing Officer, Chief Sales Officer, Chief Strategy Officer, etc. Given that framing, one might ask: why would a company want to house so much under one executive?
For some companies (such as those in dynamic markets or industries undergoing intense innovation), having one person tasked with aligning all revenue generating activities and ensuring they build upon (and don’t detract from) one another is critical. Any CRO will benefit from having a strong Vice President or other executive to lead each individual business function. Still, the CRO is uniquely responsible for connecting and integrating strategies across functions and ensuring they act as force multipliers that lead to a strong (and efficient) revenue stream.
At Calque we know the value of connecting and integrating. As a pioneer in a new product market (i.e., ‘buy before
you sell’ programs) that is fluid and rapidly evolving, things are in much greater flux than more established corners of the mortgage industry — and that chaos requires a role capable of wrangling products and people into a singular purpose. In conversation with Michael Bremmer, Calque’s CEO who joined in Q1 2024, we decided to think broadly in order to maximize the impact of our efforts. It was important for our company to have a CRO in this time of change and growth–someone with line-of-sight to all revenue-generating possibilities — to help us integrate findings from each stage and choose the best path forward.
Operating as a CRO can require a larger scale of reference than other leadership positions. In my previous role managing sales and marketing, I helped Calque achieve exponential growth in client acquisition over the last few quarters. That linear success is good, but it only scratches the surface of the opportunities available to us to grow revenue.
any one female executive is amplified when other women are in the room — especially other women with
In contrast to the hunting ethos required for managing sales, the CRO role requires more of a juggling act, except you’re throwing strategies around while spinning on a shifting market; I’m sure this metaphor hits home with other mothers who do this every day at home. For example, as interest rates come down and the market heats up, Calque could increase revenue by doubling down on sales, introducing new products, pursuing new customer segments, driving current product adoption, or clinching strategic partnerships, to name a few. The real work revolves around prioritizing what to do and how to do it.
Below I’ve outlined a few core ‘juggling acts’ inherent to the CRO role and what each looks like for me specifically.
The mortgage industry is subject to many shifting factors, including regulatory changes, economic fluctuations, and technological advancements. In a constantly changing market, there is no shortage of options for how to drive more revenue. The trick is in deciding which strategies to pick and which to let go. This is not always an easy choice; it can be hard to turn your back on a strategy you know will be successful but isn’t ‘right’ given your firm’s specific situation such as budget, internal team capabilities, position in the market, market fluctuations, timing, etc. The art in the CRO role is listening to customer, employee, and stakeholder feedback along every stage of the funnel (while keeping your firm’s situation and market changes in mind) to piece together the ‘right’ strategic priorities. The CRO must ensure the organization remains agile and responsive.
Given Calque’s position as a strong player in a very new product category, the ‘right’ strategies for us right now mitigate important risks while also ensuring pathways remain open for future growth. Risks count as important if they are big (e.g., ensuring we are always compliant in a changing regulatory environment) or pressing (e.g., newly onboarded clients want process innovations to make products easier for their loan officers to use). Strategies must either be feasible now (e.g., implementing AI to aid sales and marketing) or critical to building future pathways for growth (e.g., new products and market opportunities).
Aligning Sales and Marketing
This is a biggie. It sounds easy because in theory we’re all
trying to achieve growth; however, it’s hard to do in practice because sometimes how Sales and Marketing choose to drive growth conflicts, if the process isn’t managed. For example, if Sales and Marketing are siloed and told to grow revenue, Sales may choose to use promotional discounts to win more contracts while Marketing may decide to increase adoption among less price sensitive clients. While these strategies are both aimed at driving growth, they’re diametrically opposed to one another. The CRO ensures that Sales and Marketing co-create a cohesive strategy by building consensus around common goals (e.g., increase market share) and ensuring both departments use common measurements of those goals (e.g., potential revenue from new client additions this quarter based on their current origination volume).
At Calque, I ensure both departments have a regular meeting cadence, share insights with one another, and use the same data dashboard to measure progress. This integrated approach ensures marketing can adjust quickly to sales feedback and vice versa, which enhances customer acquisition and retention efforts and contributes to long-term revenue stability.
Enhancing
At Calque, this involves training our sales team to prioritize transparency and responsiveness, which are vital in building client trust. We are also exploring technologies to enhance the customer journey (both for our core clients — lenders — as well as their borrowers) throughout every step of the process. By focusing on customer-centric strategies, we hope to cultivate a loyal client base that is more likely to return for future needs and refer others. Revenue isn’t just about the math; it’s just as much about the people, both internally and externally.
The CRO can play a crucial role in a rapidly evolving industry like mortgage. Lowering rates will open up greater lines of business and technology, paving new ways to interact with customers. The need for strong leadership in revenue management will become increasingly important. The CRO can contribute to the organization’s financial health and ensure that it remains competitive and responsive to consumers’ needs by having a holistic look at all revenue opportunities from top to bottom.
In B2B companies or in somewhat commoditized markets like mortgage, customer loyalty is often contingent on the quality of service provided. Consequently, the CRO needs to ensure his or her attention extends beyond revenue creation into revenue retention. By keeping the firm focused on continually improving the customer experience, CROs help shape culture and operational practices to optimize customer satisfaction and thus retention.
As companies look for executives to fill this crucial role, I urge them to widen their search and consider how diverse candidates might be uniquely suited to inform these activities and be a source of innovation. Creating and valuing cross-functional leadership roles like the CRO provides revenue-multiplying opportunities. To best manage the role, companies need to pick from the best and largest cache of candidates — and that means valuing the insights from underrepresented groups who can bring out underrepresented sources of value. ■
Chandra Srivastava, (newly appointed) CRO, Calque
HBY SHELLEY DUFFY, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
appy new year!
I’m writing this column having just returned from the Mortgage Bankers Association (MBA) Annual Convention and Expo, where I was inspired by the many mortgage women I met. Each of them is hoping for new momentum in 2025, and MBA’s predictions are encouraging. At this writing, the association projects $2.3 trillion in mortgage origination volume in 2025 compared to an estimated $1.79 trillion in 2024. By loan count, volume should rise 28% year over year.
The MBA warns, though, that we’re still navigating a challenging purchase market. We’re not going back to the time when we were flooded with refi requests, and it was all we could do to keep up. But successful mortgage women have never been complacent during the good times, knowing that our industry cycles up and down. They’re resourceful, gritty, and focused on opening new opportunities, even during the fiercest headwinds.
Among the avenues that bolster them are:
• Product diversification, which has enabled them to stay relevant. Some have expanded into adjacent areas like student loan refinancing — not only providing a new revenue stream, but making it possible for college graduates with student debt to finally afford a home. Others have built out their Non-QM/Non-Agency mortgage offerings, such as DSCR (debt service coverage ratio) loans, which help support the business-purpose investors who have flooded the market. Reverse mortgages, personal loans, and microloans are other products that keep their offerings fresh and relevant.
• “Rescuing” consumers before they ask: Other mortgage women — both servicers and lenders — are proactively reaching out to borrowers at the first sign that they might need a helping hand. This is not only drawing these borrowers closer; it’s also helping them prevent the fallout from non-performing loans. For example, as property tax assessments and homeowners insurance costs skyrocket, they’re referring borrowers to providers of property tax reviews and appeals, or insurance brokers who can potentially help them find more affordable policies.
• Prioritizing risk management: Women leaders of IMBs (independent mortgage banks) don’t need reminders of
the profit pressures they’re under; they’re using smart risk management practices to deal with them. For example, they’re exceeding the GSEs’ already stringent quality control (QC) review standards to prevent costly loan buybacks.
• Moving from fixed to variable costs: Savvy mortgage women have shifted some of their costs from fixed to vari-
projects $2.3 trillion in
volume in 2025 compared to an estimated $1.79 trillion in 2024.
able to account for the mortgage market’s unpredictability. From loan diligence to marketing, there are many functions they can expand or contract as needed.
These are just a few of their strategies. In the following pages of this “Ask the Experts” section, you’ll find more ideas that are propelling other mortgage women forward, and strengthening our entire industry. ■
Shelley Duffy is Executive Vice President, National Accounts, Incenter Lender Services
Investing in your team’s development is investing in your company’s future
IBY CASEY CUNNINGHAM, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
n today’s fast-paced business environment, companies must constantly evolve to stay competitive. One of the most effective ways to ensure your organization remains agile and resilient is by investing in employee development … yet, it is the most “missed” opportunity in the mortgage industry. Employee development is a strategy that prioritizes continuous learning and growth, aligning individuals with the company’s mission. This focus on development can drive both short-term wins and long-term sustainability, resulting in a team that’s not only skilled and engaged but also empowered to innovate and perform.
In the mortgage industry, professional training and development — whether in leadership, sales, new products, or technology — is often seen as an optional investment. But I believe most women leaders would agree that the most important assets we have are our people, from our loan officers to our underwriting and operational superstars. The market has become even more competitive in our current landscape, and retaining top talent is as high of a priority as ever — but what about the
entire team needing purpose, growth, and opportunity?
It has been proven that companies who invest in their employees will cultivate a culture of continuous improvement and loyalty. According to a LinkedIn Learning report, 94% of employees say they would stay at a company longer if it invested in their career development. This is a statistic that is hard to ignore when turnover is the difference between many mortgage
It has been proven that companies who invest in their employees will cultivate a culture of continuous improvement and loyalty.
companies making it or not. In the rough times, it creates a cohesive culture where everyone is inspired to dig deeper. In times of growth, it fosters teamwork and a new sense of excitement. Will the industry at large catch up with the importance of professional development? Data supports that development opportunities have become so vital that they’re now considered an essential part of an attractive work environment, especially for younger generations entering the workforce.
One of the immediate benefits of investing in employee development is an increase in employee satisfaction and retention. When employees see that a company is willing to invest in their growth, they feel valued and more connected to the organization’s mission and goals. Here’s how investing in development creates short-term wins:
1. Increased Morale and Motivation
Employees who are actively growing in their roles feel a sense of accomplishment. Offering opportunities to learn new skills can provide renewed energy that results in greater productivity, stronger team dynamics, and an overall positive work culture.
2. Enhanced Retention
Employees who feel stagnant are more likely to look for growth opportunities outside the company. However, by providing career development and a clear path for advancement, companies can reduce turnover rates. How often does our industry provide a good LO with a title of Manager in order to retain them? It will work temporarily but long term, it is ineffective.
3. Faster Response to Market Changes
In a rapidly evolving marketplace, employees need to be prepared to adapt quickly. When team members are cross-trained in different industry skills, they can immediately apply that knowledge to their roles. This enables mortgage companies to pivot more effectively and stay competitive.
While employee development has significant short-term ben-
efits, the long-term impacts can be transformative. I had a front row seat at the #1 mortgage company in Atlanta, Georgia, that understood and acted on building the future. The competition was envious and wanted the formula for sustainable growth. Here’s how focusing on professional growth can future-proof your organization:
1. Building a Pipeline of Future Leaders
Investing in leadership training not only empowers employees but also creates a pipeline of leaders who understand the company’s culture and goals. Internal promotions are often more successful because these individuals already know the organization’s values, objectives, and challenges. By creating a framework for identifying and nurturing talent, companies can develop leaders from within, leading to smoother transitions and fewer disruptions in leadership.
2. Creating a Culture of Innovation and Continuous Learning
Companies that support ongoing development foster a culture where learning and innovation are not only encouraged but expected. Employees who are given the tools to improve and learn continuously are more likely to take initiative, think creatively, and look for ways to improve processes. This culture of innovation can keep a company ahead of its competition. This culture provides an attitude of “no person left behind” and you are only as good as your weakest link. Everyone leans in. We are in it together.
3. Enhanced Brand Reputation and Employer Attractiveness
Companies that prioritize employee development build a strong reputation in the market, not only as great places to work but as thought leaders. Prospective employees are drawn to organizations with a track record of supporting their teams’ growth. Additionally, current employees are likely to promote the company’s positive environment, contributing to brand advocacy and attracting top talent.
To maximize the impact of employee development initiatives, leaders should consider incorporating several key strategies:
Number of employees who say they would stay at a company longer if it invested in their career development.
> LINKEDIN LEARNING REPORT
Every employee has unique skills, goals, and areas for growth. By developing personalized growth plans, companies can align individual aspirations with business goals. These plans may include setting specific learning objectives, identifying suitable courses or training sessions, and establishing milestones. At XINNIX, we use a PDP (personal development plan) template to guide the team member into building their plan.
Mentorship connects employees with experienced professionals who can offer guidance and insight. This not only accelerates learning but also builds strong relationships and a sense of belonging within the company. For women leaders, creating mentorship programs can be a powerful way to encourage and develop future female leaders.
Development is most effective when it’s accompanied by regular feedback. Constructive feedback provides employees with insights on where to improve, while recognition reinforces positive behavior. Managers can hold regular one-on-one ses-
sions to discuss progress, review goals, and adjust development plans as needed. The mortgage industry tends to miss this opportunity often. Regular feedback is not a passive comment or based on a file problem. It is a scheduled time with a leader either weekly, bi-weekly, or monthly.
To ensure that employee development programs are impactful, it’s essential to track progress and measure success. Consider these metrics:
• Employee Retention Rates: A significant decrease in turnover rates often signals that employees feel valued and see growth opportunities. This should be measured at the branch and leadership level so decisions can be made.
• Engagement Surveys: Regularly conduct employee engagement surveys to gauge satisfaction with development programs.
• Productivity Metrics: Increased productivity is a strong indicator that development initiatives are effective. And vice versa, poor productivity can be an indicator that the development initiative is not working or that there is an employee in the wrong role.
• Career Progression: Track the number of promotions and role transitions within the company, especially for those who have undergone specific development programs.
In an industry and world where change is constant, a skilled workforce is one of the best assets an organization can have. Investing in employee development fosters a culture of growth and resilience, equipping companies to face the challenges of today and tomorrow. When mortgage women commit to nurturing their employees’ potential, they not only increase job satisfaction and retention but also build a powerful, future-ready workforce poised for long-term success. ■
Casey Cunningham is the CEO and founder of XINNIX, a leadership and sales performance company.
ABY SHANNON HOFF, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
s I look toward 2025, I can’t help but feel both optimistic and determined about what’s to come in the mortgage industry. Yes, rates are high, and the challenges are real. But after spending years helping clients navigate this ever-changing field, I’ve come to one clear realization: If I want my business to grow, the responsibility lies with me.
There’s a lot of talk about the market taking off next year. With millions of people who’ve been waiting to buy, I truly believe we’re about to see some of that pent-up demand spill over, especially as buyers get more comfortable with the current rates. I hear from clients every day who’ve come to terms with today’s market conditions and just want a place to call their own.
For me, though, the secret isn’t only in hoping for rate drops or an economic shift — it’s in my attitude. I know that if I show up every day with a positive mindset, I can make a difference for my clients, and that’s what really drives my business. I see the benefits of homeownership — stability, personal growth,
even better educational outcomes for children. And that belief is what I bring to every conversation with my clients.
One of the cornerstones of my business is my commitment to genuine, lasting relationships with my clients. I call at least 20 clients a day just to check in. People always ask me, “What do you talk about in those calls?” My answer is simple: life. I’m here to listen to their stories, to hear about their kids, and to find ways I can genuinely help. My clients are part of my community, my “tribe.”
These personal connections go beyond phone calls. I host regular client events — everything from Halloween parties to annual vision board sessions. Every six to eight weeks, I’m inviting them to something. It’s my way of saying, “You’re not just a transaction to me; you’re a part of this journey.” The best part is that this connection naturally turns into referrals and return business because they know I’m genuinely invested in their lives.
As we step into 2025, I believe the people who thrive will
be those willing to step outside their comfort zones. The mortgage industry isn’t static, and those of us who adapt will be the ones to succeed. Personally, I’m always learning. I invest in programs like Forward Academy, which keeps me updated on what’s trending and provides fresh strategies to reach clients effectively.
The truth is innovation is a necessity, not an option. If I just did the same thing year after year, I’d get bored, and so would my clients. I’m always on the lookout for new ways to engage and support them because I know that standing still isn’t an option.
The mortgage industry has changed drastically over the last few years, and
one of the biggest shifts has been in the complexity of the loans I’m handling. Today, more clients are in unique financial situations, and it’s essential for me to keep expanding my product knowledge, especially around Non-QM, 1099, and bank statement loans. These aren’t always straightforward deals, but I’ve learned that mastering these challenging products opens the door to help more people realize their dreams of homeownership.
Non-QM loans, for example, are invaluable in today’s job
loan options. Learning how to work with alternative products, like 1099 and bank statement loans, is a must. These types of financing require more attention to detail, but they give me the flexibility to serve clients who wouldn’t otherwise qualify for a traditional mortgage. When I embrace these challenges, I’m able to help my clients find solutions that truly fit their unique financial situations.
It’s not about calling 200 people a day just to hit a quota. It’s about connecting with people in a way that’s meaningful.
One of the most rewarding parts of my job is helping clients gain financial control over their lives. I’ve seen how homeownership can transform someone’s confidence, and I have countless stories of clients who’ve overcome their doubts to achieve something amazing. I remember one immigrant client who came to me unsure if she could buy a home. Four years later, she’s a homeowner and running a successful business. Seeing that growth, knowing I was part of it, is everything to me.
I’m not just closing loans. I’m helping people see what’s possible. And I believe that when you genuinely care about someone’s success, they can feel it and they remember it.
If there’s one thing I’d share with others in this industry, it’s this: Be real. Don’t be afraid to bring your true self into your work. It’s not about calling 200 people a day just to hit a quota. It’s about connecting with people in a way that’s meaningful. Show up, care about them, and let them see who you are. I may be a little quirky, but I care deeply about my clients and that’s what counts.
market, where many people hold multiple jobs or work as freelancers. I’ve had clients with as many as 12 different sources of income in two years! These loans require me to dig deep and think creatively, often involving multiple income sources, co-borrowers, or gift funds. The extra effort is worth it, though, when I see clients succeed who thought homeownership was out of reach.
To truly serve my clients, I can’t limit myself to the standard
As I look ahead to 2025, I’m ready. Ready to adapt, ready to connect, and ready to empower others. The path to growth really is in our hands, and with a bit of resilience, creativity, and genuine care, I believe we can make a difference that lasts. ■
Shannon Hoff is a Loan Advisor at American Pacific Mortgage, Roseville, California Branch, NMLS #190844.
TBY SUSAN A. POMFRET, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
he U.S. population is older today than ever before, with people over 65 outnumbering children for the first time in history. Every day, around 12,000 individuals reach their 65th birthday! This shift represents a significant opportunity for mortgage professionals, as the housing wealth of homeowners aged 62 and older saw their housing wealth increase by $600 billion in the second quarter to a record $14 trillion, according to the NRMLA/RiskSpan Reverse Mortgage Market Index.
So, are you tapping into this growing demographic? If not, you’re leaving an enormous potential market on the table. But don’t worry, it’s not too late to engage with this group, and the tool to help you do that is the Home Equity Conversion Mortgage (HECM).
If you’re unfamiliar with an HECM or unsure why it should be a part of your offerings, keep reading, because it could transform not just your clients’ lives, but your business as well.
The housing wealth of homeowners aged 62 and older saw their housing wealth increase by $600 billion in the second quarter to a record $14 trillion.
An HECM is insured by FHA, available to eligible homeowners aged 62 and older. It allows seniors to tap into a portion of their home equity, converting that into usable proceeds without the need to sell the home. These proceeds can be disbursed in several flexible ways:
• A lump-sum initial draw at closing
• Monthly payments to the borrower
• A line of credit that can be accessed as needed
• Or a combination of these options
Unlike traditional home loans, an HECM doesn’t require monthly mortgage payments. Borrowers remain responsible for property taxes, homeowner’s insurance, and maintenance, but the elimination of the monthly mortgage payment can significantly alleviate financial pressure.
The HECM is particularly versatile, as borrowers can adjust their payment plan at any time to suit changing circumstances, although a $20 fee is charged by the servicer for each change. And with a Maximum Claim Amount (i.e., home value cap) of $1,209,750 for 2025, it’s a robust option for many senior homeowners.
One of the top financial regrets for older Americans, according to researchers Hurwitz and Mitchell, is not saving enough for retirement. For seniors on a fixed income, unexpect-
ed expenses — such as medical bills, home repairs, or the loss of a spouse — can be overwhelming. The struggle to make ends meet can lead to hard decisions about cutting back on essential needs or spending savings they hoped to preserve.
This is where the HECM becomes a lifeline. It’s not just about tapping into home equity; it’s about providing financial security, peace of mind, and enabling seniors to live the retirement they deserve in the home they love.
Wouldn’t you love to be the person who provides that kind of solution to your clients?
I vividly remember sitting with Mary, an 82-year-old homeowner, to discuss how an HECM might benefit her. As we talked, it became clear that her struggles extended beyond just financial challenges. Since her husband’s passing, Mary had been living on a single Social Security check, and the financial strain was weighing heavily on her.
With most of her income going toward rising healthcare costs and home expenses, she had little left to enjoy life. She loved her home of 45 years, where she had raised her children and now watched her great-grandchildren play in the yard, but staying in the house was becoming more difficult. Mary was also battling loneliness, as many of her lifelong friends had passed away.
By connecting seniors we can provide but emotional that
seniors with products like HECMs, provide not just financial solutions, emotional and practical support transforms lives.
As we talked, I asked if she had considered getting involved at her local senior center. She hesitated, saying, “The people there are too old for me.” I couldn’t help but smile and replied, “That’s exactly why they need you! You could volunteer and make such a difference in their lives — and it would get you out of the house, too.”
I gave her information on local programs, including a service that connects volunteers with homebound seniors. My mother had developed a meaningful friendship through a similar program, and I thought Mary would thrive in it.
Fast forward a few months after Mary decided to move forward with an HECM, she called to thank me for all my help. Not only had the HECM relieved her financial stress, but she had also started volunteering at the senior center. She had made new friends, found a renewed sense of purpose, and was even visiting two homebound seniors each week. Her financial freedom allowed her to consider purchasing a new swing set for her great-grandchildren — a joyful milestone she had long dreamed about.
While I helped Mary alleviate her financial burden with an HECM, what touched me most was seeing her rediscover a sense of purpose and community. This is what drives my passion for this product — helping seniors not just survive but thrive.
Volunteering and staying resourceful are values I hold dear. It not only helps
me stay informed about the resources available to my clients, but also provides a platform to raise awareness about HECMs. It’s a way to show that HECM professionals are genuinely dedicated to improving the lives of seniors.
When was the last time you felt the deep satisfaction of making such a meaningful impact?
The benefits of an HECM extend far beyond immediate financial relief. Here’s how this powerful tool can transform your clients’ lives:
1. Stay in their home — Seniors can remain in the home they love without the burden of monthly mortgage payments.
2. Eliminate their current monthly mortgage payment — They still need to cover property taxes, homeowners’ insurance, and maintenance costs, but eliminating the monthly mortgage payment can provide enormous relief.
3. Access home equity — Homeowners can finally make their hard-earned equity work for them, using it as a valuable resource during retirement.
4. Easier qualification — There’s no FICO score or debt-to-income ratio required for qualifying, which may make it more accessible than traditional mortgage products.
5. HECM for Purchase — Seniors can use a HECM to buy a new primary residence, contributing only a por-
tion of the purchase price and freeing up savings for other needs.
To qualify for an HECM, borrowers must meet several key criteria:
• Age: Borrowers must be at least 62 years old.
• Counseling: The borrower is required to undergo HUD-approved counseling to ensure they fully understand the program.
• Financial Assessment: Lenders perform a financial assessment to determine if the borrower has sufficient income and residual funds to cover ongoing property charges.
• Property Standards: The home must meet FHA property standards, which ensures it’s safe and well-maintained.
Repayment is required when the borrower(s):
• Pass away
• Move out of the home
• Sell the property
In addition to HECMs, Reverse Mortgages are available to those 55 and older in many states. These loans can be structured similarly to HECMs, but with loan amounts up to $4 million and no FHA insurance. While these prod-
ucts follow similar guidelines, they offer more flexibility for higher-value homes and younger borrowers.
As more seniors right-size or move closer to family, the HECM for Purchase (H4P) is gaining popularity. Take Tom, for instance, a 70-year-old who sold his home to move closer to his children and grandchildren. He netted $500,000 from the sale of his primary residence but didn’t want to use the entire amount to buy his new home, valued at $500,000.
Through the H4P program, Tom was able to use $169,209 in HECM proceeds toward the purchase, contributing only $330,791 of his own funds. This left him with $169,209 to use during retirement, and he now enjoys his new home without a monthly mortgage payment (aside from property taxes, homeowners’ insurance, and HOA/Condo fees, if applicable)*.
*For illustration purposes only.
your business and your referral partners. Here’s how:
• For Realtors — An HECM for Purchase may help them sell more homes, maybe even at a higher price, since seniors may be able to afford to buy homes without liquidating all their assets.
• For Financial Planners — These loans may boost assets under man-
someone’s quality of life.
As women, we bring a unique perspective to working with seniors. We’re often more empathetic, more in tune with their needs, and more driven to make a real difference. By connecting seniors with products like HECMs, we can provide not just financial solutions, but emotional and practical support that transforms lives.
your offerings with HECMs allows you to serve a wider audience, especially in the growing senior market.
As you can tell, I’m incredibly passionate about helping seniors through HECMs and Reverse Mortgages. These products are powerful tools that allow seniors to enjoy their golden years with financial stability and peace of mind. If you’re not offering them yet, now is the time to consider adding them to your portfolio.
By offering HECMs and Reverse Mortgages, you can open new doors for both
agement, as clients can preserve their savings and use home equity to enhance their retirement plans.
• For You — Expanding your offerings with HECMs allows you to serve a wider audience, especially in the growing senior market. And there’s nothing more rewarding than making a profound impact on
Because at the end of the day, it’s about how many seniors we can help — and that makes all the difference.
Stay tuned for HECM and Reverse topics and tips in the upcoming MWM ongoing column section. ■
Susan A. Pomfret, RICP®, HECM/Reverse Mortgage Lending, USA Mortgage
How guiding, coaching, and sponsoring can create a legacy of leadership
BY YVETTE GILMORE, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
Awoman who is looking to advance her career and become a true leader should always seek out three things: a mentor, a coach, and a sponsor. A mentor will help them achieve the goals that they set for themselves by assisting them through
If you don’t know what your team needs, ask. Never assume. You need to be able to ask, “What is it that you need from me?”
the process, pointing them to the right people to speak with, and helping them set goals to achieve their desired results. A coach, just like
in sports, will give them the plays that they need and show them how to execute them to achieve an end result. Whereas a sponsor will put their credibility on the line for them and speak about them in rooms where they are not present, creating paths for them in new places.
With a mentor, a coach and a sponsor, they will have access to the tools and connections to help propel them into a leadership role.
For those already leading, you can play a pivotal role serving as a mentor, coach, or sponsor for members of your team, ultimately helping them to achieve positive, cooperative results. With more than 20 years of experience leading servicer relationship and performance management efforts, overseeing teams large and small, I learned the best ways to guide your team to greatness.
In honor of January serving as National Mentorship
Month, here are some of the hallmarks that I have developed to help you be an effective leader for your team through mentorship:
Always take into account the needs of your team. What type of leader do they need right now? Be that. Looking back on my career, the most stressful 2.5 years of my working life came during the credit crisis, when the company I was with was wiped out. People lost huge amounts of wealth, and, in some cases, people who had retired needed to re-enter the workforce. It even got so bad that we had to ask our em-
Because each mentor has their own strengths and style, mentees should have more than one mentor who can help them reach their desired goal.
ployees not to have the name of the company on their luggage tags, because they were being accosted in airports. Not only was my team under a great deal of pressure, but, in some cases, they themselves had lost everything. At that time, I looked closely at what my team needed from me. What type of leader did they need me to be in that moment? They needed me to buffer the criticism, deliver the news no one wanted to hear, but also have empathy and listen to their individual stories. As a leader of leaders, I looked at my team and provided them with the resources they needed to lead.
Depending on the situation and the individuals on your team, your leadership will be different. If you’re overseeing a large team where your direct contact is mostly with a smaller leadership team, your role will be to help them. You might focus on having leadership lunches so that the employees can see the senior most leaders up close and have access to ask the questions. If you lead a smaller team, you will have more direct access to mentor on a one-on-one basis. To be an effective leader, you must be flexible. Leadership is malleable and must shift based on what your team needs at that time.
If you don’t know what your team needs, ask. Never assume. You need to be able to ask, “What is it that you need from me?” and be able to unpack what that is and how you can best work with your team to get them where they need to be. This isn’t always easy. But having these direct discussions with members of your team and helping them to focus on what their goals are and align them with the team goals is key. Make yourself available to your team.
Another question you need to consider is, “What are my team members’ personal goals, apart from the business? And can the two marry?” Unfortunately, sometimes they do not align. Always be clear and transparent with your team about the needs of the organization and where they align with those goals.
Your value as a leader is not based on the size of your team. The best leaders have widespread influence. You can mentor members of your direct structure, but also those outside of your individual team. Ask questions, be a voice that influences decisions, and find ways to support the goals of your organization, even if it’s outside of your direct team.
As a mentor, there must be a goal-setting process where you work with your mentee so that you have a shared alignment on what it is that you are trying to achieve. While you will mentor members of your team, you likely will not mentor every member of your team. To mentor someone, the mentee must be drawn to their mentor and the mentor must see something in the mentee that pulls them in and makes them want to spend the extra time to mentor, because mentorship takes time.
A mentee needs to understand their goals, be able to articulate them succinctly and determine where they need help or assistance. Having clearly defined goals is vital to the success of a mentor/mentee relationship. When mentoring your team, engage in discussions and strategy meetings where you outline your clearly defined goals and assess if they are achievable.
It is also important for you to understand your leadership type. When mentoring, you need to be able to communicate how and where you can provide guidance and where you do not have expertise to help. You need to know your own strengths and weaknesses and how you best lead, then be able to communicate that. Emotional intelligence cannot be understated here. For me, I believe that my leaders should lead. So, it is important for me, from a leadership perspective, to say “This is who I am. This is how I lead. This is where there is collaboration, and this is where there is not.” Clearly define those parameters and ensure that your team has the tools to lead on their own. Also, because each mentor has their own strengths and style, mentees should have more than one mentor who can help them reach their desired goal.
Another area that it is important to continually analyze is your team structure. Do you have the right structure in place that will lead you to the end goal? Once again, this is where it’s vital that you can clearly communicate your goals and ensure that your team lines up in the best way to meet them.
Doing all of these things while mentoring will help you achieve better, cooperative results with your team. ■
Yvette Gilmore is the senior vice president of servicing product strategy for ServiceLink.
BY LORRAINE GIRON, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
Chances are, if you are in the mortgage industry, you know someone who has been displaced — or perhaps you have experienced it yourself. During this period, thousands of operations support staff were impacted. Facebook even hosts a group dedicated to Displaced American Mortgage Professionals, underscoring the widespread impact. However, this period of change has opened new opportunities, empowering individuals to redefine their career paths through innovative use of their skills and expertise. This article explores inspiring stories of reinvention, including my own journey to finding my repurpose in an industry I have loved for nearly two decades, while offering guidance for professionals seeking new opportunities and encouraging organizations to recognize and embrace the potential of repurposing experienced talent.
The shift from operations to originations is not entirely new. Many branch managers and industry veterans have observed that individuals transitioning from operational roles to originations often become some of the best originators. Their deep understanding of guidelines and the loan process equips them with a wealth of knowledge,
giving them an edge when advising clients and navigating complex situations. However, this transition requires not only expertise but also a supportive environment that nurtures growth and adaptation. One significant aspect of a successful transition is finding a workplace that fosters growth and collaboration. I had the pleasure of speaking to Rana Mortensen, Executive Director at Nexa Mortgage, who has a remarkable story herself. Frustrated with her employer, she left her position as head cake decorator and took a data entry job at Nexa Mortgage. She never looked back. Rana learned the business, adapted to changes, and accepted challenges that eventually led her to becoming Executive Director. Speaking with pride and excitement about Nexa Mortgage, Rana shared insights about the coaching and support systems they have in place for their loan officers, emphasizing the importance of a strong support network when repurposing one’s career. This type of support is invaluable for anyone navigating a new path in the mortgage industry.
solutions and educational marketing strategies. Underwriters and processors, for example, could become hybrid loan officer assistants (LOAs) and CRM specialists, leveraging their background knowledge to support originators in a unique and meaningful way.
My own journey demonstrates how creativity and technology can open new doors in the mortgage industry. After more than 15 years as an underwriter, I transitioned into Training and Development for our Underwriting Department. Recognized for my talent in creating training content, I was given creative freedom to reshape the department’s educational approach. This is where I discovered the power of animation and gamification, transforming training programs into engaging and entertaining experiences for underwriters.
What began as a personal quest to understand these tools turned into the realization that the industry is changing, with technology streamlining operations. Originators now need creativity and technical expertise to stand out, and there is immense potential for professionals to offer creative
> LaDonna Lockard, CEO of Maximum Acceleration
These stories illustrate that opportunities in the mortgage industry are evolving, and those willing to integrate creativity and technology into their skill set can find new pathways to success. Whether through training, educational marketing, or content creation, there are ample ways to leverage deep indus-
LaDonna Lockard, CEO of Maximum Acceleration, brings over a decade of expertise in mortgage education, cultivated during her 12-year tenure at Mortgage Educators, where she advanced from account executive to executive vice president. Her leadership was instrumental in developing compliance education products and driving the company’s growth and industry impact. Now, as CEO of Maximum Acceleration, LaDonna leverages her deep knowledge of innovative education strategies and her passion for professional development to empower mortgage professionals to thrive in a rapidly evolving landscape.
mortgage industry are evolving, and those willing to integrate creativity and technology into their skill set can find new pathways to success.
What makes LaDonna’s approach particularly remarkable is her commitment to uplifting others. She brought onboard two talented individuals with origination backgrounds: Brandon Christensen, a former top 1% originator in the nation with a gift for instruction, and Elle Muse, whose exceptional project management and origination experience have been key to creating impactful educational content. Together, their combined strengths have enabled LaDonna to apply and enhance the successful strategies she honed at Mortgage Educators, bringing fresh, innovative twists to Maximum Acceleration’s mission.
Brandon Christensen and Elle Muse’s career transitions highlight how mortgage professionals can leverage their knowledge and expertise in new and impactful roles, offering inspiration to those seeking to reimagine their career paths. Their success underscores the value of identifying transferable skills and applying them creatively to thrive in a changing industry. LaDonna’s talent for aligning individuals’ strengths with her vision further emphasizes the importance of collaboration and thinking outside the box, demonstrating how innovative leadership can unlock potential and drive meaningful results.
try knowledge to carve out a renewed and impactful career.
Mindset plays an integral role in navigating any career change. Whether transitioning to originations, educational marketing, or another creative path, embracing resilience and adaptability is key. LaDonna emphasized the need for forward-thinking: “You have to constantly be evaluating where this market is going, what it might do, how you may need to pivot to stay relevant.”
My own journey reinforced this lesson. Learning new skills at an age when many might think about slowing down was challenging but affirmed my belief that it’s never too late to
learn and grow. As a naturally curious person, I pushed myself to embrace continuous learning, knowing that true growth comes from stepping beyond your comfort zone.
Finding your repurpose in the mortgage industry — or any field — starts with understanding who you are. Looking back, I’ve realized that my career has always involved teaching, training, or mentoring in some capacity. It’s no surprise that even in junior high, I envisioned myself as an elementary school teacher. That passion for empowering others and sharing knowledge ultimately fueled my pivot into educational marketing.
I encourage anyone seeking to find their repurpose to reflect on their strengths and passions. Are you drawn to teaching, creative work, or technology? Do you have an eye for detail that suits a specialized support role? Identify these strengths within yourself and leverage them to create a fulfilling career path.
The mortgage industry is evolving, and so must we. Displacement can be disheartening, but it also opens doors to new opportunities and growth. For individuals, this is a chance to rediscover passions and apply them in innovative ways. Challenge yourself to lean into an area that fascinates you. Whether it’s learning more about CRMs and workflows, content creation, video editing, animation, learning AI basics or taking a deeper dive into the various AI tools. Find something that excites you. For organizations, embracing the unique skills of repurposed talent can inject fresh ideas and perspectives that drive success. Let’s champion creativity, resilience, and the courage to reinvent ourselves while supporting one another. Together, we can find new ways to thrive in the industry we love. ■
Kelly Crone
1st Vice President
Residential Mortgage Officer
Thomaston Savings Bank
BY JACQUELINE CRIDER, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE
In the world of mortgage, 2020 was an exhausting year, pushing many of us to our limits. While others slowed down or stayed home, we were deemed essential workers, managing an unprecedented surge in demand. It seemed as though everyone wanted to move, refinance, or take cash out! The volume was staggering, and with limited housing inventory, the pressure on both buyers and mortgage professionals was relentless. We barely had time to catch our breath, let alone spend meaningful time with our families. Although it was a financially rewarding time, the toll it took — both
physically and mentally — left many of us feeling drained. For me, it became a turning point. I loved my work, but I began to question my place in an industry that felt increasingly disconnected from the values that had drawn me to it in the first place. Just before the start of the pandemic, though, as I sat in a mastermind session, I realized something that, for me, changed everything.
It wasn’t that I didn’t love mortgage — I truly did, and still do. But after nearly two decades, I was exhausted from wearing 800 hats, managing all aspects of the process, and constantly being let down by others in the industry. It felt like every time a big company prom-
I always joke, [mortgages] aren’t the sexy part of the transaction. Boring, but necessary. By likening it to something as familiar and simple as peanut butter and jelly sandwich, I knew I could create a brand that was memorable and approachable.
ised the world, they’d fall short, leaving me and others to pick up the pieces. I felt like giving up. Mortgage had become less a career and more an endless cycle of being pushed beyond my limits. What I needed was something new, something I could feel proud of. I needed off the hamster wheel!
That mastermind session was the turning point. In a moment of frustration, I was challenged to do something I hadn’t done before: make a list of everything I loved, hated, and excelled at in mortgage. And for the first time, I allowed myself to be honest about the parts of the business that made me feel alive versus the parts that drained me. What emerged from that list wasn’t just a reflection on my career — it was the beginning of PBJ Mortgage, a brand as unique as my journey and as grounded in my values as I could have imagined. So in March of 2020, literally a week before the pandemic began, PBJ Mortgage was born.
I still remember the sense of relief as I began writing that list. In many ways, it felt like shedding years of built-up pressure, finally allowing myself to get real about what I enjoyed and where I wanted to go. I found myself zeroing in on one thing: education. Teaching clients about mortgages was the part I loved the most. Sure, I enjoyed the financial side, but nothing compared to the satisfaction I got from helping people understand one of the biggest financial decisions of their lives.
This realization was huge. I wasn’t in mortgage for the money; I was in it for the people. I loved guiding clients through the process, taking away some of the stress, and ensuring they felt supported and informed. This wasn’t about making a sale. It was about helping people feel comfortable and capable in an industry that often overwhelms them. For me, mortgage was more than a transaction — it was a journey. A
journey of helping people get to where they wanted to be in life with the house just being a big piece of that puzzle.
The deeper I thought about it, the more I realized that the educational aspect of mortgage could be something unique I could build on, a way to differentiate myself in a crowded market and avoid the burnout I was feeling. If I could just focus on that — on making the process easier and clearer for clients — then maybe I could create a brand that felt like “home” for me, too.
After the mastermind session, I knew I needed to reimagine how I approached mortgage. My goal wasn’t just to have a brand; I wanted to build something deeply personal, something I could proudly own no matter where my career took me. This branding couldn’t be stripped from me or compromised by industry changes. It needed to be a direct reflection of who I was, blending professionalism with a touch of playfulness. And that’s how PBJ Mortgage was born.
The concept of making mortgage “as simple as a peanut butter and jelly sandwich” became my beacon. Mortgage is typically seen as dry and complex — a necessary evil for those who don’t have the funds to buy a home outright. I always joke, we aren’t the sexy part of the transaction. Boring, but necessary. By likening it to something as familiar and simple as peanut butter and jelly sandwich, I knew I could create a brand that was memorable and approachable, a breath of fresh air in an industry bogged down by jargon and red tape. Even the playful name, PBJ Mortgage, added an element of light-heartedness to the work, a reminder that things don’t have to be so serious all the time.
PBJ Mortgage wasn’t just a catchy name. It embodied everything I wanted my brand to be: fun, approachable, and, most importantly, memorable. By focusing on education, empathy, and empowerment, I created a framework that resonated with clients and kept me grounded in the work I loved. I was no longer just another mortgage professional; I was building something of my own, something I could share with the world in a way that felt true to me.
As I began shaping PBJ Mortgage, I knew that my brand needed a core set of values that went beyond the typical business goals. I got challenged to pick goals that I would hire based on, and even fire based on. I wanted my brand to feel personal, driven by principles that not only guided my interactions with clients but also inspired others in the industry. Those values became the pillars of PBJ Mortgage: Educate, Empathize, and Empower.
Educate: My goal has always been to demystify the mortgage process. I believe that knowledge is power, and by explaining each step clearly and patiently, I can help clients feel in control of their decisions.
Empathize: Mortgage is one of the most significant financial commitments a person can make, and it’s often stressful. Empathy is essential to understanding clients’ fears, concerns, and dreams. I aim to provide not just a service but genuine support for their financial lives as a whole.
Empower: My role isn’t to make choices for my clients but to give them the tools to make the best decisions for themselves and their families. Empowerment is about equipping clients with the knowledge and confidence they need to succeed.
These core values became my North Star. They reminded me why I loved the industry in the first place and gave me a way to connect with clients on a deeper level.
PBJ Mortgage wasn’t It embodied everything I fun, approachable, and, most
When you know that your work is helping others understand, feel seen, and make empowered choices, burnout fades, replaced by a renewed sense of purpose.
If there’s one thing I’ve learned, it’s that we’re not limited to a single path. Mortgage is a versatile industry, and there’s room for women to explore, adapt, and find what truly resonates with them. Many women come to me for advice about where to hang their mortgage license or what direction to take in their careers. And while there’s no one-size-fits-all solution, there are a few guiding
a catchy name.
I wanted my brand to be: most importantly, memorable.
principles I always share.
First, understand that no company or role will be perfect. When you’re seeking out a place to grow, start by listing your top 10 needs or non-negotiables. Rank them from most to least important, but keep in mind that you’ll likely only find 2–3 from your top five and about half of your full list. By setting realistic expectations and focusing on what you value most, you’ll be better prepared to make choices that truly serve you.
Second, don’t be afraid to create something of your own. We often feel pressure to fit into existing structures, but if there’s one lesson I’ve learned, it’s that there’s power in personal branding. Whether you’re starting your own
business or developing a niche within a larger company, defining your brand will give you a sense of purpose that’s uniquely yours. You’re not just “another professional” in the mortgage industry — you have your own approach, values, and insights to offer. Embrace that.
Lastly, prioritize fulfillment over status. For me, the journey toward building PBJ Mortgage was about finding the parts of my work that truly lit me up — like educating clients and making mortgage approachable. If you find yourself in a role that’s draining, consider what aspects of your work you enjoy most and focus on building a path that allows you to do more of those things.
PBJ Mortgage has become more than a business — it’s a personal brand built from my own journey of burnout, rediscovery, and empowerment. My goal wasn’t just to create a memorable name or logo; I wanted a brand that could make a real difference for clients and inspire other women to carve out their own unique spaces in this industry.
Building a brand is about more than just recognition; it’s about relevance and impact. By focusing on what truly matters — education, empathy, and empowerment — I’ve been able to create a business that’s not only fulfilling for me but also resonates deeply with my clients.
So, to every woman in mortgage feeling stuck or uninspired, I say this: don’t be afraid to define success on your terms. Make a list of what matters to you, embrace the parts of your work that feel meaningful, and don’t settle for anything less. Whether you create a brand or simply redefine your role, remember that there’s always room for growth, change, and, most importantly, joy. ■
Jacqueline Crider is managing partner at PBJ Mortgage LLC.
The mortgage industry is going through a significant change. For mortgage origination professionals, it’s a struggle to keep on top of all the changes, and to keep your sales strategies and marketing initiatives at their peak. You need to keep your pipeline filled, and you need the tools and directions to stay profitable, efficient, and effective. We’ve brought together the best in the business to create a top tier event specifically designed for mortgage origination pros.
Even 25 years into the 21st century, it can be difficult for women in the credit union, community banking, and mortgage industries to achieve success and leadership positions. It can be difficult but not impossible, as witnessed by the nine recipients of the Women in Banking honors from Mortgage Women Magazine & Banking Northeast.
In the profiles that follow, the winners, all trailblazers in their own way, discuss some of the challenges they have faced, including credibility, expectations, and limited representation of women in senior roles. They share their pathways to success like building strong relationships and learning from others to gain credibility.
The winners also outline the steps that must be taken to achieve leadership. It can’t be a solo journey. As one winner said, “It’s about building trust and relationships and valuing diverse perspectives to enable others to be a part of the success.”
These women leaders also demonstrate that achievements are no longer associated with one credit union, community banking, or mortgage industry segment. With the right mentors and partners, all career paths are open. As one winner put it, “Women have been pivotal across every sector — from retail banking to corporate finance, wealth management, compliance, technology, and mortgage lending. Their contributions shape the industry at all levels, whether driving innovation, enhancing customer experiences, or leading with empathy and collaboration.”
Take a few minutes to learn from these outstanding women from across the Northeast United States. Learn their secrets to success and see where they foresee their already outstanding careers heading in the next five years and beyond.
What unique challenges have you faced as a woman in this industry, and how did you overcome them?
Some of the challenges have been credibility, expectations, and the limited representation of women in senior roles. I’ve focused on building strong relationships and learning from others to gain credibility. I’ve held many roles in my career, and before taking a new position, I ask myself three questions: Can I commit? Will I add value? Do I believe in the mission? If my answer is yes to all, I will go in ready to take on the challenge. I’ve been in banking my entire career and have only worked for two women at SVP levels. One of the best things I did to gain exposure to what ‘women leaders’ look like was to join professional development organizations.
How do you define leadership, and how has your leadership style evolved over the years?
Leadership is recognizing you cannot achieve success on your own. It’s about building trust and relationships and valuing diverse perspectives to enable others to be a part of the success. The path to leadership is different for everyone. You have to be willing to learn, to fall and pick yourself up, to carry others, and sometimes let others carry you. I’ve been extremely lucky to have amazing mentoring from my leaders who have invested time to grow my skills and who also possess many of the core values and beliefs I share.
First Vice President — Residential Mortgage Officer, Thomaston Savings Bank
Kelly Crone is a visionary leader in the mortgage industry. As first vice president — residential mortgage officer at Thomaston Savings Bank, she manages a team of 12 employees and oversees pricing, processing, underwriting, and closing for all residential mortgage applications. Her leadership has driven the bank’s success, including enhanced secondary market sales administration.
Crone spearheaded transforming the bank’s first-time homebuyer programs, creating the First-Time Homebuyer Plus Program to expand accessibility for low- and moderate-income (LMI) borrowers. She also introduced an Internal Down Payment Assistance Program, enabling borrowers to finance 100% of their home purchases. Under her leadership, these initiatives have facilitated over 940 loans totaling $145 million, making homeownership more attainable.
Beyond her role, Crone actively serves her community. She is a board member of Safe Haven of Greater Waterbury and the Connecticut Mortgage Bankers Association (CMBA). She contributed to the 2024 CMBA Mayors’ Forum on affordable housing and expanded CRA credit eligibility through partnerships with the Housing Development Fund.
With a career spanning nearly four decades, Crone joined Thomaston Savings Bank in 2015 and has led transformative projects like the Consumer Connect digital portal. Her efforts positioned the bank as the top lender in its assessment area in 2023.
AVP Community Development Officer, Bristol County Savings Bank
What unique challenges have you faced as a woman in this industry, and how did you overcome them?
As an Afro-Latina woman in this industry, one of the most unique challenges is walking into spaces where no one looks like me. Representation matters, and it use to feel isolating and discouraging at times. I would often feel the needed pressure to outperform as I combatted stereotypes and biases others may hold. I overcame this role by embracing my identity and being my “genuine self.” Now, as I walk into the room, I am honored to be in that space, not looking for affirmations or approval but understanding that someone needs to be in the spaces to assist and open the doors for others to walk through.
Which sector of the banking and/or mortgage industry do you believe women make the most significant impact?
Women significantly impact various banking sectors, but their influence is particularly notable in various areas, including my community development department. Within community development, I can excel in building relationships and fostering trust within various communities. I can assist in nurturing partnerships and understanding my community needs. I also play a critical role in assisting in bridging a gap in homeownership by educating first-time homebuyers and underserved communities. This role is also important in continuously developing programs that assist in financial literacy, an additional area that can create change in underserved communities.
Chief Marketing Officer, Chief People Officer, Princeton Mortgage
What unique challenges have you faced as a woman in this industry, and how did you overcome them?
One of the unique challenges I’ve faced as a woman in this industry is not always being the loudest voice in the room. Being more soft-spoken, I’ve had to find ways to make my presence felt without competing for volume. I learned to lead with preparation, clear communication, and results, ensuring my contributions spoke louder than my voice ever could. By focusing on consistency and results, I’ve earned respect and proven that leadership comes in many forms.
How do you define leadership, and how has your leadership style evolved over the years?
Leadership is about inspiring others to achieve a shared vision while fostering an environment where they can thrive. Early in my career, I thought leadership meant having all the answers and directing every step. Over time, I’ve realized it’s more about listening, empowering, and adapting. My leadership style has evolved to prioritize empathy and understanding, recognizing that people perform their best when they feel valued and supported.
I’ve also learned the importance of adaptability — being able to pivot strategies or approaches while staying true to the core mission. I’ve built trust and accountability within my teams by focusing on clear communication and leading by example. Today, I see leadership as a balance of guidance and collaboration, where success isn’t just about achieving goals but also about helping others grow and reach their potential along the way.
CEO, Home Mortgage Alliance Corporation (HMAC)
Hanan Hanna’s journey to trailblazing industry leader is a story of resilience, determination, and transformative leadership in the mortgage industry. Originally from Egypt, she overcame language barriers and cultural adjustments to pursue her dream in the United States. With a passion for helping families achieve homeownership, Hanna worked her way from entry-level roles to founding her own national mortgage company, distinguishing herself as one of the first female CEOs in this field.
Hanna’s career is marked by strategic innovation, particularly her focus on addressing gaps in mortgage services for underserved communities, including immigrants and minorities. By creating a client-centered, inclusive company, she has set a new standard for
diversity in mortgage lending.
Her influence extends beyond her professional success. She is deeply committed to giving back, championing educational programs, and mentorship initiatives that empower women and minorities to navigate careers in finance and mortgage. Hanna’s efforts to promote diversity and inclusion have fostered a culture of growth and opportunity within her organization and the industry.
Recognized for her visionary leadership and dedication to fostering homeownership and community empowerment, Hanna has made a lasting impact. Her journey exemplifies the power of perseverance, compassion, and innovation, solidifying her legacy as a transformative leader.
SVP Chief Community Banking Officer, Fidelity Bank
What changes or advancements do you hope to see in banking and/or mortgage over the next 5 years, and how do you plan to contribute to them?
I hope to see significant advancements in making financial services more accessible and empowering individuals and businesses with the knowledge to use financial services effectively. I envision a banking and mortgage industry where access to financial tools supports families and businesses, fosters generational wealth, and drives sustainable economic growth in our communities.
To contribute to this vision, I plan to focus on building stronger community connections by targeting organizations and groups that would benefit from financial education. I aim to give them the clarity and confidence needed to make informed financial decisions. Through workshops, partnerships, and tailored outreach programs, I aim to create a ripple effect where financial literacy becomes a cornerstone of economic empowerment for
businesses and families.
Which sector of the banking and/or mortgage industry do you believe women make the most significant impact?
I don’t believe there is just one sector within the banking and mortgage industry where women have made the most significant impact. Women have been pivotal across every sector—from retail banking to corporate finance, wealth management, compliance, technology, and mortgage lending. Their contributions shape the industry at all levels, whether driving innovation, enhancing customer experiences, or leading with empathy and collaboration.
Even more exciting is that women’s impact continues to grow as they take on more leadership roles, break barriers, and champion inclusivity in the industry.
Vice President, Sr. Mortgage Loan Office
BankFive
What unique challenges have you faced as a woman in this industry, and how did you overcome them?
When I first started, I was a single mother with two children and limited childcare. I chose to make more as a marketing strategy. I would take them to first-time buyer events and have them pass out flyers. I would have them stuff envelopes. I would take them to open houses and drop off information. My daughter would say, “If you are buying a home, you need to see my mommy first.” She would carry my cards with her, and she was only seven. Everyone knew me and my children.
What changes or advancements do you hope to see in banking and/or mortgage over the next 5 years, and how do you plan to contribute to them?
I hope there will be more women in banking, especially leadership positions. Women need to see that raising children and a family plus working full time is not a weakness but a strength. They can use that strength in their jobs and build success. I plan to teach financial classes at battered women’s shelters so that they can have financial freedom and learn about banking. Hopefully, some will also look into a banking career to help future women.
Partner / Director of Compliance, Abrams Garfinkel Margolis Bergson LLP / Mortgage Quality Management & Research LLC (MQMR)
Which sector of the banking and/or mortgage industry do you believe women make the most significant impact?
Women continue to make significant contributions across various sectors of the banking and mortgage industries. Corporate culture is one area in which women have made and will continue to make a significant impact. Often, women drive cultural changes within organizations by promoting policies that prioritize work-life balance, employee well-being, diversity, and inclusion. These efforts often have longterm effects on individual companies and the industry as a whole and lead to attracting fresh and diverse talent, which in turn, will boost fair lending efforts organically.
How do you define leadership, and how has your leadership style evolved over the years?
Leadership is the ability to influence, guide, and/or inspire individuals or groups toward a common goal or vision. It involves making decisions and motivating others to maximize their efforts toward that common goal/vision.
I have worked in various settings and with various colleagues and partners, some of whom have stood out as true leaders and impacted how I choose to lead today. Specifically, I learned that to be an effective leader, I need to inspire others through my actions and work ethic while also actively listening to the needs and opinions of others. Fostering a positive work environment that encourages growth and helps individuals realize their potential is critical. I have also grown to understand the importance of providing constructive criticism to improve an individual’s performance without discouraging that individual.
Tammy Reynolds is a transformative leader in banking, overseeing 100 colleagues managing Webster Bank’s deposit, digital, and payment operations. With over 18 years at Webster Bank, Connecticut’s largest bank with $60 billion in deposits, Reynolds has been a driving force behind its success. Starting as a bank teller, she rose through the ranks with determination and an innovative mindset.
A career highlight came in 2023 when she played a pivotal role in the core system conversion between Webster Bank and Sterling National Bank following their merger of equals. Her expertise ensured a seamless integration of two distinct deposit and technology strategies, successfully transitioning hundreds of payment functions while supporting frontline colleagues.
Beyond operations, Reynolds has significantly impacted her team and community. As a past leader in the Webster Women’s Network, she championed respect and inclusion, creating programs and events that empowered colleagues. Outside of work, she volunteers with The Pink W.A.Y. Foundation, supporting over 200 breast cancer patients and survivors through fundraising and event planning.
Despite early career obstacles, her journey from teller to senior leader exemplifies perseverance and dedication. She credits her success to hard work and instills the same principles in her team, coaching them to overcome challenges and achieve their goals.
With her leadership, operational expertise, and commitment to empowering others, Reynolds stands out as a trailblazer in the banking industry and a mentor to many.
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
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.
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