Issuu

T H E O F F I C I A L M A G A Z I N E O F T H E M O R T G A G E WO M E N L E A D E R S H I P C O U N C I L

THE POWER OF ONE MORE

REPURCHASE RULES GONE ROGUE

CORINNA CARTER BUILT A MORTGAGE COMPANY — AND A MOVEMENT FOR WOMEN LEADERS

LENDERS MUST PUSH BACK ON UNFAIR CLAIMS AND DEMAND A MORE BALANCED APPROACH TO RISK

COACHING ISN’T COST — IT’S CULTURE

CODING CONFIDENCE INTO MORTGAGES YINGJIE YU PROVES THAT FAITH IN YOURSELF — PLUS AI INNOVATION — CAN RESHAPE AN ENTIRE INDUSTRY

FORWARD-THINKING LENDERS TREAT MENTORSHIP AND DEVELOPMENT AS STRATEGIC INVESTMENTS, NOT LINE ITEMS

RISING TOGETHER MEET THE 2025 TOP EMPLOYERS FOR WOMEN — TEN COMPANIES SETTING THE STANDARD FOR INCLUSION AND OPPORTUNITY

Jennifer McGuinness’s

journey blends bold performance and business acumen into an encore of leadership.

A P U B L I C AT I O N O F A M E R I C A N B U S I N E S S M E D I A | I S S U E 4 , 2 0 2 5

IM P O RTAN T U PDAT E !

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LET TER FROM THE EDITOR

ISSUE 4 , 2025

Strong Finish, Bold Beginning A

s we close out 2025 here at Mortgage Women Magazine, I find myself pausing to reflect — and to peer ahead. The rate environment has shifted: mortgage rates are lower than we’ve seen in recent quarters, offering a bit more breathing room for homeowners and those looking to enter the market. But let’s be honest “stable” isn’t quite the word I’d use. Volatility still looms large. Economic indicators, inflation pressures, and policy adjustments make the future uncertain and yes, that uncertainty might be the only thing we can say we’re certain about.

en. These are organizations that do more than

This time of year always brings out that reflective

leadership styles, or new ways to amplify wom-

impulse. What did we accomplish in 2025? What

en’s voices, these companies show that it’s not

did we learn about the market, about ourselves?

just possible to do better, it’s already being done.

And perhaps most importantly: what do we intend to conquer in 2026? The shifting terrain of the mortgage world doesn’t make these questions easier, but they make them more necessary. In this final issue of the year, we’re extremely proud to spotlight eight companies who have been chosen as top employers for wom-

meet the baseline; they actively support, uplift, and empower women in the mortgage industry. That work aligns directly with the mission of the Mortgage Women Leadership Council: to champion leadership, growth, inclusion, and opportunity for women at every level. I encourage you, our readers, to read these features closely. Look for ideas and practices that resonate. Think about what might be adapted in your own workplace or team. Whether it’s mentorship programs, flexible policies, inclusive

Thank you for being part of this journey with us. In the coming year, let’s commit not only to weathering change, but to shaping it. Let’s take what inspires us here, push past uncertainty, and turn vision into action. Here’s to a strong finish for 2025, and an even stronger beginning for what’s next.

Kelly Hendricks Managing Editor, Mortgage Women Magazine

ISSUE 4, 2025

STAFF VINCENT M. VALVO CEO, PUBLISHER, EDITOR-IN-CHIEF

ALISON VALVO PRESIDENT & CHIEF OPERATING OFFICER

ANDREW BERMAN CEO, NATIONAL MORTGAGE PROFESSIONAL

BEVERLY BOLNICK ASSOCIATE PUBLISHER & VP OF SALES

KELLY HENDRICKS MANAGING EDITOR

JENNIFER RIDGEWAY ACCOUNTING MANAGER

KATIE JENSEN ASSOCIATE EDITOR

TINA ASHER, LAURA BRANDAO, SLOAN BREWSTER, JAX CRIDER, CASEY CUNNINGHAM, SHELLEY DUFFY, JANE MASON, JENNIFER MCGUINNESS-LUBBERT, SARA STOGSDILL CONTRIBUTING WRITERS

MEGHAN GOLDEN MARKETING SUPERVISOR

KATHERINE SALA MARKETING MANAGER

KARA COLLETTI MARKETING ASSOCIATE

NAVINDRA PERSAUD DIRECTOR OF EVENTS

COURTNEY VALVO EVENTS COORDINATOR

MELISSA PIANIN VP OF ORIGINATOR CONNECT NETWORK

JULIE CARMICHAEL PROJECT MANAGER

STACY MURRAY, CHRISTOPHER WALLACE GRAPHIC DESIGN MANAGERS

KRISTIE WOODS-LINDIG CLIENT EXPERIENCE LEADER

NICK BONADIES MEDIA & EVENT STRATEGIST

COVER STO RY

54 Hitting The High Notes How Jennifer McGuinness turned passion, persistence, and purpose into a powerful career in mortgage banking.

MATTHEW MULLINS MULTIMEDIA SPECIALIST

M O RTG AG E WO M E N M AG A Z I N E

BY MEGHAN GOLDEN AND SLOAN BREWSTER

CONTENTS

Balancing Act? More Like A Juggling Masterclass

Leadership Lessons From The Improv Stage

How routines, resilience, and resourcefulness turn life’s chaos into order — at home and in mortgage ops.

Listening, laughing, and lifting others up may be the most underrated tools in mortgage leadership.

Resilience Is Her Superpower

Branding Beyond The Logo

Leading Change, Lifting Women

For Corinna Carter, obstacles aren’t setbacks — they’re the fuel that powers her leadership and legacy.

For women in mortgage, authenticity and empowerment create legacies that outlast any marketing campaign.

Ten companies redefining what it means to build inclusive workplaces.

Beyond Metrics, Meetings, And Mandates

Mentorship Isn’t A Perk. It’s a Plan.

From Doubt To DataDriven Leadership

True mortgage leadership is built in the trenches — with ownership, honesty, and excellence.

Investing in people pays off in retention, performance, and long-term mortgage growth.

Yingjie Yu’s journey from coder to CTO shows how resilience, confidence, and vision can transform companies — and industries.

Selective Amnesia Is Costly

Leading With Tech And Tenacity

When Women Lead, Everyone Rises

The industry keeps repeating old mistakes. Here’s how lenders can pivot, prepare, and protect profitability.

Women in mortgage servicing are pairing innovation with mentorship to drive real change.

This year’s Mortgage Star Conference showed how community transforms confidence into leadership.

2025

ISSUE 4, 2025

When Work Meets Life, Both Win

M O RTG AG E WO M E N M AG A Z I N E

BY SARA STOGSDILL, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

’ve been in mortgage

give 100% to both. I think most wom-

operations for over

en are like that. Not because we have

20 years. I can’t re-

to be, but because we want to be. It

member

feeds our sense of fulfillment and

where I first heard

when

self-worth. Of course, my family will

the term work/life

always come first — that’s why I work

balance — probably

so hard. As the primary breadwinner,

back when I was raising my first

my career is essential to my ability to

child as a single mom. The idea of

provide for them. I also love what I do

balancing the two still strikes me as

and my professional Deephaven fam-

odd. Like I have the ability to choose

ily. So, for me, it’s not about prioritiz-

how much time I put toward one or

ing one over the other. The challenge

the other. The fact of the matter is, I

is how to maximize the 24 hours in

From hurricanes to hectic closings, routines and resilience make disruption just another day at the office

each day into being my most effective self. It’s logistics. Being an operations leader helps a lot. Over the years, I’ve become a big fan of routines as the basis for living a happy, productive life. When I was a single

quickly. It also helped with

mom, I religiously set aside one day per

budgeting and minimized the

weekend for meal planning and clean-

time I spent wandering through

ing and the other for fun. Not only did

the aisles at the grocery store. Then

this ensure I kept up with the house-

on the off-day, I could really enjoy

work, but meal planning also gave me

my time with my young daughter,

back time before and after work by

free from the pressures of running

making it easy to get food on the table

the house and feeding us. To this

ISSUE 4, 2025

“I give 100% to both my family and my career — because I want to, not because I have to.”

cluding guidelines, compliance, technology, and repercussions from natural disasters. It is never boring and the constant need to adjust and solve problems is a skillset where women can shine. This reason, and the opportunity for growth, is why more and more of us are filling leadership positions in mortgage operations. Here’s a great example. There was no

day, performing routines brings me a

had for becoming the most resource-

anticipating major disruptions like

sense of calm with the feeling that I’m

ful person in my life that I could rely

we had last year. I live in the South-

in complete control of my life even if

on. Yes, building a network of friends,

east and work remotely. When the

it’s not exactly true.

colleagues, other parents, and care

hurricanes hit, we went into full-tilt

providers was absolutely critical. But

emergency mode. Our priority is to

first I had to develop the confidence

protect our borrowers, our wholesale

in my own ability to successfully field

partners, and correspondent lenders

the daily curveballs. Knowing you can

when any disaster strikes.

Now developing routines is so second nature that I don’t have to even think about them. I just do them. One is carefully planning out my upcoming schedule before my week begins. It’s a bit like being an air traffic controller making sure I know where I and everyone else should be at any given time on each day.

create order out of chaos when the unexpected happens isn’t just reassuring. It’s affirming and over time can be downright energizing.

I manage six operations managers who in turn manage a team of 25 people. When these situations occur, it is always a massive pivot off our daily pro-

I do this knowing full well there will be

It’s also why I highly recommend

cessing and workflows. Every morning

disruptions — work and family-related.

women pursue careers in mortgage

for a number of weeks, I read FEMA

If what looks like a 40-hour work week

operations. While there’s structure to

reports and held meetings with my

on Monday turns into a 60-hour work

it, things are constantly changing, in-

managers. Our teams were working

week by Friday (or Saturday), that’s fine. It’s much easier to pivot and manage the unexpected when you have routines in place to keep the rest of your life moving forward — especially routines that involve the help of others like carpooling or running status meetings. After routines, I think developing a healthy attitude toward the unexpected is important. The trick is knowing that no matter what happens at home or at work, I’ll be able to figure it out. That’s what women do best. We figure it out. Again, my experience years ago as a single, working mom was the best practical education I could have

M O RTG AG E WO M E N M AG A Z I N E

“Developing routines brings me a sense of calm, even if I’m not in complete control of everything.”

“Knowing you can create order out of chaos isn’t just reassuring — it’s affirming and can be downright energizing.”

to focus my time on my job, but it’s also good for him to realize he can’t always be at the center of my universe. By the same token, there are certain events in his life that I refuse to miss, like field trips and reward ceremonies at school. Those are precious. If I miss them, I am not going to get those moments back. I think the hardest part of all this is making time for myself. Women are so programmed to make sure everyone else is taken care of that we forget that

24/7 to assess damage, property by

who is a stay-at-home dad, and my

we need to take care of ourselves, too.

property, to determine the best course

4-year-old, who took it all in stride

For me, self-care is about looking after

of action for each loan in progress.

and didn’t get upset when Mom went

my own physical well-being. I’ll get up

into her home office and closed the

early and do a workout or use my walk-

door for four hours on a Sunday af-

ing pad when I’m reviewing routine

ternoon. Their ability to embrace the

work stuff. Also, I have a must-show

unexpected was as important as mine.

dinner once a month with my best girl-

It’s still important at the end of every

friends. Listening and sharing our lat-

month when things get fast and furi-

est news, supporting each other as we

ous as we push to meet all our closing

go through challenges, or simply chim-

deadlines. Yes, those last 10 days are

ing in with observations and advice —

inevitably fraught with problems and

it’s a therapy session. My friendships

We all pulled to-

issues that have to be resolved right

with these women sustain me along

gether and got

away. But we’ve come to expect the

with the support from my family.

it done. Not

unexpected. Even disruption can be-

just my team

come routine.

It’s one thing for me to be able to tell you that I’ve got my life set up to be flexible. For me to be able to count on our entire ops team to rearrange their lives for the sake of our borrowers, partners, and lenders speaks to the culture and the very heart of Deephaven.

work

but

also

home

team — my husband,

While my chosen career path is a busy one that requires juggling many re-

Finally, I’m a big believer in setting

sponsibilities, it comes with the grat-

boundaries. My son knows that my of-

ification of knowing I am helping bor-

fice is off-limits and that he can’t just

rowers get into homes. I feel the joy of

open the door and come in when I’m

that milestone. They might be buying

working. It not only protects my ability

a home in a school district they’ve dreamed of, or they need a nursery, a bigger yard or pool for growing kids. It’s an exciting transaction and being part of that is fulfilling.

Sara Stogsdill is Senior Vice President of Wholesale Operations at Deephaven Mortgage, a national leader in NonQM lending.

ISSUE 4, 2025

M O RTG AG E WO M E N M AG A Z I N E

TRAILBL AZERS

The Fighter Who Built A Legacy From runaway to resilient CEO, Corinna Carter’s journey is a masterclass in grit, growth, and giving back BY LAURA BRANDAO, CONTRIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

his month I was so pleased to have the chance to talk

Today, CMS Mortgage Solutions is a

to Corinna Carter. Corinna is the CEO of CMS Mortgage

thriving business that is focused on

Solutions Inc. based in Virginia. She founded the com-

helping families realize the dream of

pany herself and has seen it grow exponentially over the

home ownership. This, in turn, cre-

past few years.

ates strong communities and better

Corinna spoke of a challenging childhood that helped to form her drive, ambition, and energy into building a busi-

ness in an industry she loves. She was a young mother who had to grow up early and take on responsibilities that helped her develop a work ethic and sense of self-reliance that has continued to this day. Corinna has faced situations that have given her the resolve to never allow an obstacle to push her back. She is a unique and driven person and someone who believes firmly in her own ability to succeed.

How did you get your start in the mortgage industry?

I began as a broker and weathered the

futures for everyone.

What does being a trailblazer mean to you? For me, being a trailblazer means breaking through barriers and creating a path of opportunity for others behind you. It also means making sure they have the support and encouragement they need to be successful.

storms of 2008 to be one of the last fe-

I was one of few women in the mort-

male owners left standing. The experi-

gage industry when I started out. I

I started having to navigate unique

ence of that time pushed me to grow

had to fight for my seat at the table. I

personal challenges early on in my life

CMS into what it is today and ensure

set myself a goal of making sure other

and those helped to motivate me to

that future turmoil would be something

women don’t have to fight as hard as I

create my own path in my career.

the company could take in its stride.

did as they make their way upwards. ISSUE 4, 2025

Where do you see yourself and women in general in the industry over the next five years?

faced it because my only option was to

cial. I was able to adapt and grow while

keep moving.

further defining the values I wanted to

The next five years will see me con-

defeat me, I have used them to push

I have continued to grow since

tinue to grow CMS Mortgage and

myself harder and higher. Challenge

then and am leaning on the lessons

expand our presence and impact

is something that charges me up and

learned and maintaining my com-

through innovation and community

gives me the motivation I need to do

mitment to the culture I want to fos-

driven initiatives.

better and continue to grow.

ter within my company.

I want to watch women in our indus-

Tell us something about your career in the mortgage industry that was pivotal to your achievements today.

What advice would you give to a woman entering or trying to move up in their mortgage career?

The crisis of 2008 was probably the

own it and carve out the place you

most impactful period in my career.

want to be.

I went from having 37 loan originators

You are truly the architect of your own

to just two within one year. The chang-

career, and it is through continuous

es forced me to make a bold decision

growth, learning, and hard work that

try rise into leadership roles in ever greater numbers and use their unique voices and perspectives to shape our policies and products to become bigger and better. I expect that we will accomplish this by providing our rising stars with the support and resources they need

Instead of letting obstacles define or

instill in my business.

Claim your space. Don’t be afraid to

Instead of letting obstacles define or defeat me, I have used them to push myself harder and higher. through mentorship and a network of

about what direction to head in next. I

you will find yourself reaching goals

other accomplished women leaders to

could either fold up as so many had to

and setting new, higher ones.

light the way.

do or take the path that meant opening

What is your professional superpower? My professional superpower is my resilience. I have been challenged by life and the world from a very young age and have stood in the headwind and

M O RTG AG E WO M E N M AG A Z I N E

a second business and building it up to help support me until the markets had settled and the cycle was over. The experience was gruelling and exhausting, but I learned just how much perseverance I had and that building a network of the right people was cru-

Keep your integrity, be honest with yourself and others and use whatever resources you need to provide you with the tools required to build your dream career. This is a journey and there will be days when things veer away from

TRAILBL AZERS

CORINNA CARTER SEPT 2024 AT NEW ORLEANS FUSE WITH HER SON, DESHAWN SMITH (LEFT), AND HER GRANDSON, JAYDEN STEWART (RIGHT).

what you need and others when you

to lead a life of purpose and create a

ful lives for themselves. It is not always

are tired and ready to stop. Those

positive impact on the lives of others.

about your profession but also includes

are the days when you must give yourself the hardest push to keep moving. You should be proud of your travels, not just the idea of reaching the destination.

What does success mean to you? My personal definition of success is

I find the most satisfaction in knowing I am building something that will last beyond me and will be instrumental in helping others reach their goals and dreams.

balance and personal fulfillment.

What do you enjoy doing outside of our industry? I love to travel. I find new experiences and a chance to learn something about

Success is giving my children the tools

different places, cultures and people

they need to create happy and success-

extremely enjoyable.

ISSUE 4, 2025

I also have a passion for redesign and

remain solid and available to keep you

Mentors can expand your network

remodelling. Taking something dated

grounded and focused.

of connections with theirs and pro-

and refreshing it into a modern, beautiful, and functional space that feels like home is so satisfying. I think it is

Do you think it is important to have a mentor?

vide introductions to those they feel might be of benefit to you or align with your goals.

something I love because it mirrors

I absolutely do. Mentors are a valuable

what I do for a living — turning dreams

and vital asset that should be used as

into a reality.

often as possible.

How do you recommend navigating change in an industry that is always changing and growing?

Mentors provide wisdom and guid-

learn from. My first and most import-

ance. When important decisions need

ant personal mentor was my mom.

to be made, a mentor can offer a fresh

She taught me that I needed grit,

perspective from their experience.

determination and perseverance if I

Change is inevitable in a complex and

My own take on mentors is simply that I wouldn’t be where I am today if I had not had mentors I could trust and

wanted to succeed.

vibrant industry like the mortgage in-

They can hold you accountable by ask-

dustry.

ing you the right questions and push-

My professional mentors gave me

ing you to be fully honest with yourself.

confidence and information when I

It is crucial to embrace the growth mindset and build a team that shares

Mentors give you optional angles from

needed to navigate significant chal-

Claim your space. Don’t be afraid to own it and carve out the place you want to be.

your vision and can match your drive

which to view a problem or issue and

to reach your goals. Be prepared to

help you to organize your thinking from

pivot with little to no notice because

a critical and/or strategic perspective.

market shifts are unpredictable. You’ll have to suspend your fear and be willing to step out and take risks.

street. Mentors can learn from you as well. A seasoned mentor understands

support, motivation, and emotional

that constant learning is a vital com-

stability when things become difficult,

ponent of success in any part of life.

and you feel overwhelmed. They can

your core values and mission con-

cheerlead for you or offer a shoulder

stantly at the forefront. As things swirl

to shed a few tears before brushing off

and change around you, those need to

and carrying on.

M O RTG AG E WO M E N M AG A Z I N E

Mentorship can also be a two-way

A good mentor can be a source of

But most importantly of all, is keeping

lenges in my career.

What do you want to be remembered for in our industry? I want to be remembered as someone

TRAILBL AZERS who made a difference in the lives

For me, stagnation means I have

ward success that anyone can achieve.

of others through leadership, inno-

stopped evolving, learning and trans-

Real change happens one step at a

vation, and resilience. Our industry

forming into a better version of my-

time. And becoming overwhelmed by

and the services we offer make an

self. I believe this to be a process that

the amount to be done can cause you

enormous impact on how our clients

is constant throughout life and when

to freeze. It’s a common sense and ra-

live and their financial security and

it stalls or stops, it is harmful physical-

tional way to approach just about any-

growth. I want to be someone whose

ly, emotionally, and mentally.

thing in your life.

Every pivotal moment in my life has

Another favorite is Jamie Kern Lima’s

pushed me to choose progress over

Believe It. Her story about being a

I would also like to be thought of

paralysis. It has become the default

woman who starts from nothing, faces

as someone who paved the way for

setting for me, and I cannot imagine

challenges, and builds anyway is ubiq-

others by developing opportunities

being any other way.

uitous but still inspiring to me. It re-

contribution can live on after I am gone.

and offering them to those who are starting their professional lives in the mortgage business. I want to be seen as a person who leads with empathy and integrity and inspires others to do the same.

How do you find your voice?

If I am stalled, I am not fully present or prepared to handle the challenges

I love listening to the Ed Mylett Show

like oxygen to me and gives me the

podcast. I always learn something

motivation to move faster and farther

new, and it feels like having a personal

each time.

coaching session. It leaves me feeling

When I look back on my life, I am aware that it was the 19 days I spent

to let it be heard is a lifelong journey.

fighting to keep my daughter with me

and learning to see my own worth as an individual with value to offer the world. I have come to understand that my voice is the loudest and most beneficial when it is rooted in authenticity and my own experiences. Also, that

that instilled this fear and has made it an innate part of who I am. That challenge forged the fighter, the believer, and the leader I have become.

all capable of.

is used in a collective way to serve a

me to answer! It’s like asking which is

greater purpose.

my favorite child.

What is your biggest fear and why?

If I had to recommend one book, it

my personal growth or my ability to lift and inspire those around me.

There are so many ways to do this and so much work to be done. A few as follows:

lost that beautiful zest for life we are

That is an extremely hard question for

abide the thought of standing still in

How do we propel more women into leadership roles within our industry?

where you are. It will mean you have

Your voice finds its worth when it

My biggest fear is stagnation. I cannot

done and stay focused.

of the items I feel are most crucial are

own inner voice.

to your team, your children, and your

energized and motivated to get things

Never settle or become complacent

What’s your favorite book or podcast that you would recommend and why?

it is just as important to listen. Listen

the values I hold.

that will appear. Moving past them is

Finding your voice and the confidence

I found mine by trusting my instincts

minds me to stay true to who I am and

would be The Power of One More by Ed Mylett. His idea of pushing just one step further, one more phone call, one more minute of work, having one more

• Mentorship — pairing experienced female leaders with women who are hungry to move up in their careers and providing opportunities for them to take advantage of the advice and guidance being offered. • Celebration — recognizing and celebrating successful women who have earned their leadership roles and thrived in them. Promoting these leaders will inspire those who would wish to follow in their footsteps.

conversation resonates with me as a

• Education – providing access to

simple but effective way to move to-

leadership training, financial litISSUE 4, 2025

TRAILBL AZERS eracy, and courses that focus on

ent biases in our hiring practices

addressing to encourage young wom-

negotiation, public speaking, and

that may be unconscious but still

en to strive for leadership in our in-

strategic thinking. Offering cours-

affect the number of women giv-

dustry. Being proactive in this regard

es, tailored to women specifically,

will be vital to providing opportunities

would provide an amazing and mo-

policies that reduce that bias can

tivational opportunity to future fe-

ensure that more women are giv-

male leaders.

en the equal chance to showcase

• Flexibility — offering flexibility in work options that allow for women to have a better work-life balance

opportunity.

Implementing

their talents during interviews and have that reflected in the final hiring decisions.

for all. I believe that leadership is a long journey that is propelled forward by every decision, struggle and obstacle to be overcome. From being a runaway at 12, a mother at 15, reclaiming my

while being able to continue their

• Advocacy and Sponsorship — en-

daughter, and then building a life and

career path even when their fam-

couraging both male and female

a business I am proud of, every step I

ilies are young and time is so lim-

leaders to sponsor and promote

took was my own based on my intu-

My first and most important personal mentor was my mom. She taught me that I needed grit, determination, and perseverance if I wanted to succeed.

ited. Remote working options, job

female

sharing, flexible hours, and paren-

looking to advance and have a seat

tal leave would encourage more

at the leadership table.

women to stay in the workforce

professionals

who

are

ition and my determination to survive and thrive. I am passionate about sharing my sto-

• Safe Space — it is crucial that we

ry because I want to inspire others to

offer a safe place for all voices to be

push through challenges and pursue

• Networking — providing network-

heard. Ensuring that workplaces fos-

their dreams to become reality.

ing events specifically for women

ter an environment of respect and

can enable them to build meaning-

inclusion where women are empow-

ful relationships and lead to oppor-

ered to offer their ideas and contrib-

tunities.

ute to leadership conversations.

and pursue leadership roles.

• Bias — addressing the still inher-

M O RTG AG E WO M E N M AG A Z I N E

There are so many issues that need

For me, the mortgage business is more than an industry. It is a way to create positive change in the world for our clients, our employees, and ourselves.

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MAXCLASS.COM NMLS Provider # 1405088

The Standard You Set Is The Team You Get

M O RTG AG E WO M E N M AG A Z I N E

Ownership, honesty, and servant leadership are the real differentiators in mortgage performance BY CASEY CUNNINGHAM, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

ave you ever asked yourself: “Would my team still show up if everything went sideways tomorrow?” No titles. No authority. Just you, your team, and a hard situation. Would they still choose to follow your lead? In the mortgage world, leadership often gets confused with metrics, meetings, and mandates. But when excellence is the goal, none of that matters unless your people actually want to follow you. True leadership is built in the trenches … with trust, courage, and a relentless commitment to serving others. It’s about owning the standard, owning the moment, owning the outcome.

Excellence doesn’t just happen … It’s the result of intentional leadership, where every decision, behavior, and expectation reflects a higher standard. And it’s personal. Leaders who own their actions create a culture where accountability is expected, not enforced. They don’t push responsibility onto others or wait for someone else to take the lead. Instead, they model what ownership looks like through their decisions, reactions, and follow-through. When you consistently own the outcome, good or bad, you give your team permission and motivation to do the same. Here’s what sets exceptional leaders apart and leads to excellence among mortgage teams:

LEAD WITH COURAGE, NOT JUST COMPLIANCE Anyone can follow a playbook. But it takes courage to lead when the answers aren’t obvious. The most respected mortgage leaders aren’t the ones who have it all figured out. They’re the ones who show up real,

In the mortgage world, leadership often gets confused with metrics, meetings, and mandates. But when excellence is the goal, none of that matters unless your people actually want to follow you.

vulnerable, and decisive when it counts. High-trust leaders consistently outperform because their teams feel safe, re-

ISSUE 4, 2025

spected, and supported. When peo-

room. It’s how you show up every sin-

ple believe their leader is honest and

gle day.

dependable, performance improves naturally. Trust isn’t built on perfection, it’s built on courage.

It’s in the emails you send, the way you prepare for meetings, the conversations you have when no one’s watch-

Start here:

ing. And the leaders who model excel-

• Share a recent mistake and what you learned. If you’ve

doesn’t as it happens. • Celebrate small wins out loud. Public praise encourages private effort. When excellence becomes your normal, it becomes theirs too.

lence consistently create teams that

This is especially urgent in today’s

deliver it consistently.

mortgage market, where loan officer turnover continues to drain

ever misjudged staffing needs during a busy season or underestimated how long a process would take, you know the ripple effect it can have. If you stood in front of your team, owned that mistake,

and

asked

them how to prevent it next time, you’d likely find they appreciate your

honesty.

That

moment of ownership could turn frustration

resources and erode mo-

True leadership is built in the trenches … with trust, courage, and a relentless commitment to serving others. It’s about owning the standard, owning the moment, owning the outcome.

into problem-solving, and

one leaves, you’re not just retraining … you’re rebuilding trust, culture, and consistency from scratch. Leaders who make excellence non-negotiable reduce that churn because high standards create high buy-in. Retention isn’t just a people problem. It’s a performance problem. And the antidote is clear expectations, consistent follow-through, and a culture that never compromises.

finger-pointing

into team unity.

mentum. Every time some-

Research from Harvard Business Re-

CHALLENGE THE STATUS QUO, EVEN WHEN IT’S UNCOMFORTABLE

• Ask your team for input before big

view and McKinsey has shown that

decisions. Include them early, not

high-performing cultures consistently

after the fact. It shows respect and

rely on clear, shared standards. These

Great leaders don’t just protect the

earns commitment.

aren’t lofty slogans or vague values —

system. They improve it.

• Tell t he truth, even when it’s uncomfortable. Honesty builds trust faster than spin ever will. People don’t need perfect leaders. They need leaders that are real.

MAKE EXCELLENCE NON-NEGOTIABLE Excellence isn’t a poster in the break

M O RTG AG E WO M E N M AG A Z I N E

they’re specific behaviors and expectations that everyone understands and upholds. Build yours like this: • Set a “no-excuses” bar for preparation. If you expect sharp and timely work, you need to model it first.

Imagine you’re a VP who notices your compensation model rewards speed over service. You decide to challenge it, proposing a new structure that emphasizes both volume and client satisfaction. It’s not an easy sell, change never is, but over time, your team starts to shift. You hear more stories

• Give quick, clear feedback. Ac-

about quality conversations, repeat cli-

knowledge what works and what

ents, and fewer complaints. It’s not just

the numbers that change, it’s the pride

forming team is a leader who listens,

By making space for that truth, you

your team takes in doing things right.

coaches, and clears the path for oth-

help them move forward instead of

ers to do their best work.

floundering in silence.

Change isn’t easy. But leaders who make it safe to rethink, refine, and re-

Servant leadership isn’t a weakness.

build create cultures where innovation

It’s a strength strategy.

thrives, because without psychological safety, your team won’t take the risks necessary to improve. Inno-

Imagine if you shifted your one-onones from routine task reviews to fo-

• Follow up with, “What support would make the biggest difference?” This is not just a nice question. It shows you’re not afraid to take action. • Set the tone: “Here’s what

vation isn’t just about new

excellence

ideas, it’s about having the courage to challenge the old ones and the confidence that your voice will be heard. Start with this: Host a monthly “What’s not working?” session. This isn’t just a gripe session, it’s a strategic tool. When leaders consistently invite honest input, they create space

If you stood in front of your team, owned that mistake, and asked them how to prevent it next time, you’d likely find they appreciate your honesty.

for better systems, faster problem-solving, and more

looks

… let’s go get it.” When you define the standard clearly,

you

guesswork

eliminate

and

invite

your team to rise to it. Service, when done right, elevates everything. If you stripped everything away, is the person left someone they’d want to follow? The mortgage business is

inclusive innovation.

cused coaching conversations. Instead

hard, fast, relentless. And in that chaos, true leadership isn’t found

Reward thoughtful dissent. If a team

of simply checking off boxes, you ask

member challenges a process with

deeper questions, offer targeted feed-

data and ideas, highlight it as a win,

back, and help your team solve real

not a threat. That signals that good

problems. That change in approach

Excellence isn’t a metric. It’s a mind-

thinking matters more than status.

might not feel dramatic at first, but

set, a decision, a pattern. It starts with

over time, it builds stronger connec-

leaders who own the responsibility to

tions, clearer expectations, and more

raise the bar, and then hold it there.

Say “Let’s test it” more than “That’s how we do it.” Testing invites learning. It encourages experimentation

meaningful growth.

and smart risk-taking, both critical

Great leaders don’t serve to be liked.

for teams trying to stay ahead in a

They serve to lift.

fast-moving market.

Try this:

Your team will follow you into the unknown, if you make it worth exploring.

• Begin one-on-ones with “Where do you feel stuck?” This simple

in the org chart, it’s found in how you lead when no one’s watching.

So ask yourself again: Would they follow you? Because in the end, leadership isn’t a title, it’s a choice you make over and over again. And excellence is not an accident, it’s a standard you model— every single day.

SERVE BOLDLY, NOT SOFTLY

question opens the door to honest

Excellence doesn’t happen without

itating before admitting they’re

Casey Cunningham is the CEO and

support.

overwhelmed with a new system.

founder of XINNIX.

Behind

every

high-per-

dialogue. Imagine someone hes-

ISSUE 4, 2025

Vanilla Won’t Cut It Anymore

The industry keeps repeating old mistakes. Here’s how lenders can pivot, prepare, and protect profitability BY JENNIFER MCGUINNESS-LUBBERT, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

reak free from repetitive, unhelpful pat-

happen. If you proactively react, you will be prepared and be

terns and instead adapt and adjust your

making decisions in step with change, not begin to assess a

approach when faced with new situa-

situation once it has already happened and, thus, delaying

tions and/or unexpected challenges.

materially the timeline to solve for the best outcome. If you

Learn from the past, and, if you were not

allow for the delay, you will see loss of production, loss of rev-

in the industry then, do your homework

enue, and loss of team, amongst other things. Now,

before you say things like “rates of this

many will say “my production’s up!” Sure,

magnitude are unprecedented!” To pivot, you must quickly

but have you assessed the up- and

assess the situation, stay flexible and seek support when

downstream impact of the

needed. You have to break down the problem and learn from

corners cut by not

experience to build resilience. You must Proactively React! Proactively Reacting means taking initiative and anticipating potential problems or opportunities before they arise. It involves planning, setting goals, and taking actions to prevent issues or achieve desired outcomes. In contrast, Reactive Behavior is responding to events as they

M O RTG AG E WO M E N M AG A Z I N E

having the best trained loan officers, underwriters, risk and

amnesia. For those of us who have been through a

servicing personnel, and the right technology etc, as of yet?

cycle or three, it’s that moment when you begin to

If not, get ready to give back a material portion of the reve-

see parties in the industry make the exact same

nue you’re making and, in a worst-case scenario, maybe even

mistakes or behave the same way that has led

more than you took in. You don’t want to have to put up a

to downturns or unnecessary corrections

defense, you want an offense that is always putting points on

in the past. The current mortgage land-

the board and not losing them later. You know the trips your

scape is changing each and every day. It

best producers go on with the executive team? Make the trip

can feel like as soon as you’re done

a day longer, for example, and add an enhanced training ses-

working on one issue,

sion and watch your bottom line grow significantly. Same for

there are

your operating teams. The mortgage industry at times, seems to have what I lovingly call selective

ISSUE 3, 2025

three more to take in and this may happen on the exact same

In 2024, the following is the breakdown of Residential Mort-

day. It can feel like a grind. The good news? We’ve seen this

gages (Note, there’s single digit amounts of Non-QM blend-

movie before. There may be some new story lines and some

ed into these numbers, as well)

new actors, but fundamentally the story is the same.

• Conventional loans: 78%

This is not a linear market, so stop behaving like we are going

• FHA loans: 13%

to get lucky with a big rate cut again. Reality? We wouldn’t

• VA loans: 8%

have seen the last one if not for a global pandemic — and

• USDA loans: 1%

let’s hope another one of those is not on the horizon, even if we liked how many loans were originated. Those who can assess and execute immediately are those who will be left standing. Don’t be left behind.

Of the mortgage loans originated in 2024, Independent Mortgage Bankers originated 83% of all Single-Family Mortgage Loans. This equates to 75% of Fannie and Freddie’s total production, 89% of FHA’s total production, 94% of VA’s total production and 94% of GinnieMae’s total produc-

This is not a linear market, so stop behaving like we are going to get lucky with a big rate cut again.

tion. Not to mention, the Independent Mortgage Bankers, also originated the majority of non-agency (Non-QM, HELOC, and SFR) as well.

WHERE ARE WE TODAY: • Total Mortgages: 1.4 million mortgages were secured by residential property in the U.S. during the first quarter of 2025, a 14% decrease from Q4 2024. However, this is a 9.4% increase from Q1 2024.

It has now been over 17 years since the housing crisis began, why are we still “stuck” in not only an Agency but also a primarily fixed-rate world? Believe it or not, housing overall was not materially more affordable in the past — but there were more products to assist home buyers, and they had flexible

• Purchase Loans: The number of home purchase loans fell from 738,675 in Q4 2024, to 593,111 in the first quarter of 2025, a 20% decline from the prior quarter. However, this is a 4.74% increase versus 565,000 in Q1 2024.

structures to serve their actual needs. If you think of this in

• Mortgage Refinance: The number of residential property

terms of buying a birthday cake, it gets a lot easier. Not every-

refinances decreased by 10% to 580,170 in Q1 2025, versus

one likes vanilla cake. You have those who prefer chocolate,

641,918 in Q4 of 2024. However, this is a 15.4% increase

strawberry, or lemon, and the flavor of a cake is very similar

versus 491,000 in Q1 of 2024.

to different types of income streams and employment. Much like you may have a strawberry cake with vanilla frosting, you may have a borrower with both W2 and 1099 self-employment income, as an example. If this is the case, why are we trapped in a Vanilla à la 30 year — Fixed world? You can’t get a strawberry cake everywhere, hence lenders need to identify the products that could make them stand out from the rest and take their business to the next level.

M O RTG AG E WO M E N M AG A Z I N E

• Total Dollar Value of Loans: The total dollar value of loans fell 18% from $582 billion in the fourth quarter of 2024 to $478 billion in the first quarter of 2025, with a notable decrease in the average loan amount (from approx. $395,000 to $342,000). My opinion is this will also stabilize with full year data. The theme in the market is that there is a trend toward re-

finances becoming more prevalent, but that statement can

that are not in violation of anything. For example, if you’re

only be made when you look at all mortgages originated in a

still waiting for a re-verification, that doesn’t mean you need

vacuum. In Q4 2024 the breakdown of the 1.64 million loans

to self-report a loan, as the reporting requirements generally

originated was 44.6% Purchase, 39.1% Refinance and 16.3%

are triggered when the lender or aggregator is in possession

Home Equity. In Q1 2025, 41.4% of mortgages originated

of actual documented facts or knowledge that a loan may

were Purchases, with Refinances at 40.5% and Home Equity

actually have a misrepresentation and not that maybe there

at 18.2% of the market respectively.

IN SUMMARY, WHEN COMPARING Q4 2024 TO Q1 2025: • Purchase percentage: 44.6% in 2024 to 41.4% = a decrease of 3.2% • Refinance percentage: 39.1 to 40.5% = a 1.4% increase • Home Equity percentage: 16.3% to 18.2%= a 1.9% increase What we are seeing above is not material yet. Why? Of the 6.09 million mortgages that amounted to $1.82 Trillion dollars in balance for the entire calendar year 2024,

Can we as an industry really say that there is an affordability crisis when 66.1% of mortgages originated in 2024 were for purchases?

66.1% were purchase, 23.5% were refinance, and 10.4% home equity. Generally, these loans originated with a rate of 6.8% (based on a 12-month interest rate average for most popular products) for 30-year loans and 6% for 15-year loans. In 2025, we see a rate of 6.8% (average for the first eight months of the year for most popular products) for

might be one and research is ongoing. Facts are extremely important. The above is not what the market is used to, nor is acting in this manner a proper way to assess credit risk.

30-year and 5.95% for 15-year, hence an indicator the trend

We have also seen the rise of the new representation and

is moving toward normalization.

warranty from the aggregators, stating that if an agency or

Can we as an industry really say that there is an affordability crisis when 66.1% of mortgages originated in 2024 were for purchases?

“any other party” requires the aggregator or purchaser to repurchase the loan, the originating lender needs to repurchase the loan, pretty much with no questions asked. Lenders just say no — and once enough of you do, change can occur.

Away from the above, we have absolutely begun to see an

Reminder: aggregators paid a price based upon the risk they

overabundance of quality findings and repurchase claims for

were willing to accept for loans, generally originated to their

contractually current performing loans. Counterparties also

underwriting guidelines. If the market changes or a coun-

state that lenders will not see repurchase claims for every

terparty puts the loan back to them, that should not trigger

self-report, but you will, approximately 98% of the time, so

an immediate requirement for the lender to repurchase the

let’s ensure that your risk and reporting requirements are

loan. It is the job of the purchaser/aggregator to appeal the

implemented properly, so that you are not reporting loans

claim with documentation and detail and not lay down and

ISSUE 4, 2025

expect the lender to buy back loans without material defects. Historically, repurchases were generally only seen on underperforming or delinquent loans, hence this is a change to the script discussed above. The purpose of representations and warranties is to protect the purchaser of underlying mortgages or bond buyers from undue risk, generally, based on the manner the mortgage loan was underwritten at origination. If a Borrower makes four years’ worth of perfect mortgage payments and then defaults, the market has historically recognized that this is not based on an origination defect, but historically, they may at the time of de-

and reviews. We must stop counterparties from charging originating lenders multiple points on loans where there is absolutely no risk of loss today. We must also ensure if these dollars are collected properly, that they are given to the actual owner(s) of the loans when collected, who are generally the bond holders and not booked to their own balance sheet. Based on this and more, I call for a repurchase review overhaul and propose that a better structure be defined for the market, as originating lenders cannot be expected to look in their rearview mirror, nor forever be expected to reserve for loans they originated a decade or more ago.

fault review the loan for possible misrepresentation in an

Furthermore, loss mitigation waterfalls need to be revised

attempt to offset a possible loss, if they believe one would

so that material detriments are not caused to the value of

be suffered. Today, we see things like loans originated in

mortgage loans. For example, Fannie, Freddie, and FHA are still allowing modifications that convert 30-year mortgages to 40-year mortgages, but the market (including

Originating lenders cannot be expected to look in their rearview mirror, nor forever be expected to reserve for loans they originated a decade or more ago.

them) do not generally purchase 40year loans currently, as an example. There is much more here to discuss to ensure that mortgage servicing rights are not impacted by old policy that has yet to be revised. Finally, the above is only scratching the surface of where our industry is and what we need to learn, implement, and insulate ourselves from. Change can be good, so let’s level the playing field and provide the customer service that borrowers truly expect, in the form of diversified product and price. Let’s also get back to a market where portfolio managers truly manage their own portfolio risk and do not prune it through repurchase allegations. The

2018 and the borrower has made all eight years of mortgage payments on time and the lender/aggregator receives a repurchase claim for alleged income or asset misrepresentation — if this were true, how did they make eight years’ worth of payments perfectly? Common sense tells you that

time is now to ensure a market that is fair and equitable going forward, where originating lenders can partner with those who want all parties to win, be it on Main Street, Wall Street, Agency or Government Street. Let’s work together for the betterment of all.

doesn’t make sense. We must get back to a sane approach when it comes to repurchase and indemnification claims

M O RTG AG E WO M E N M AG A Z I N E

Jennifer McGuinness-Lubbert, CEO, Pivot Financial

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M O RTG AG E WO M E N M AG A Z I N E

Leading With “Yes, And … ” Mortgage leaders thrive when they build on ideas, empower teams, and make space for possibility BY SHELLEY DUFFY, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

mprovisational comedy (improv) thrives on a

tion that we’re better when we join together makes work

foundational principle: Never discount oth-

more exciting and meaningful.

er audience members’ or actors’ spontaneous ideas. Instead, invent new scenes and dialogue that build on them. The magic of improv comes from being open to infinite possibilities on the stage. “Yes, but” is never an option. Great im-

prov actors embrace “yes, and … ”

That “yes, and … ” mentality applies to both corporate and sales leadership. In the business development realm, it’s especially important in uncertain times, when teams still have sales goals to meet. Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients. They

So do great mortgage leaders. They take their companies

conduct role-plays, walk-throughs, and meetings to bring

to new heights in up and down markets by tapping into ev-

other ideas to the table without judgement. And even in

ery opportunity to say yes. This is a powerful strategy for

downturns, they are both transparent and optimistic.

recharging their people. Our company’s president, Bruno Pasceri, a big believer that everyone’s contribution matters, models this approach. During offsite leadership meetings, he always makes room for collaborative ideation sessions — a time when we can float our “crazy ideas.” Bruno’s convic-

Indeed, successful mortgage women leaders have the same skills as improv geniuses. They play off one another and shake off the “stage fright.” And because of their “yes, and … ” mantra, their people do too.

ISSUE 4, 2025

ASK THE EXPERTS Here are some other characteristics that make these

SHELLY GRIFFIN

leaders outstanding:

Senior Vice President, Client Development

Empathy: I have worked in almost every mortgage depart-

Deephaven Mortgage

ment, so I know that any time there is a company change,

PAYING IT FORWARD TO NEW GENERATIONS: ILLUMINATING LEADERSHIP LESSONS

it affects everyone differently. I appreciate those leaders who always think about how their priorities and plans impact others, whether in underwriting, operations, training,

I once worked for a mortgage attor-

or customer service. Can their col-

ney earlier in my career who was the

leagues easily absorb a new product

model of composure. Somehow, she

launch? How will they need to retool

remained unruffled even when her

operations to uphold underwriting

clients were upset about a decision or

standards and maintain regulatory

other issues out of her control. To bring

compliance? Do they see additional

the temperature down, she spoke calm-

risks or opportunities that others hav-

ly about the facts at hand and never took

en’t considered? Leaders with empathy raise

complaints personally. This attorney priori-

these questions and ultimately improve morale,

tized relationships above all else. Even when clients were disappointed in a singular outcome, they continued to

Problem-solving: The great mortgage leaders I know also

refer business to her. The greatest leaders I’ve ever worked with are just like this attorney — keeping people close in up and down markets because of their natural talents. Their calm presence, hon-

anticipate and solve problems with pending new projects before they even mention them to colleagues. This lays the groundwork for smoother rollouts. Authenticity: Being “real” fosters the trusted relation-

esty, and good intentions make them stand out. I’ve thought about these qualities often as I’ve progressed in my career. I’m incredibly grateful to the many leaders who continue to teach, mentor and inspire me. Every day, I try to emulate them — both to reach my own goals, and to light a path for other aspiring mortgage women.

creativity, and innovation by doing so.

ships that are especially critical during rough patches. Another leader I admire is a wonderful example of this. He has been involved in finance since the age of 12, and his passion is contagious. I’ve never seen anyone uncover as many business development opportunities as he does. Because he’s so authentic, when he has to announce

Bruno’s conviction that we’re better when we join together makes work more exciting and meaningful. > Shelley Duffy

M O RTG AG E WO M E N M AG A Z I N E

tough decisions, his coworkers know they were made with integrity and stand behind them. Humor: Sometimes you just have to laugh. My colleagues and I work hard, and we believe that having fun at work is critical. We joke often and stay positive during the most difficult times. Laughter makes people open up and brings them together. We can only do so much to control a challenging

BRIDEEN GALLAGHER, CMB Senior Business Development Manager SG Capital Partners

“THE MORE THINGS CHANGE, THE MORE THEY STAY THE SAME.” “THE ONLY CONSTANT IS CHANGE.”

macroeconomic environment, but with

Yes — both are clichés. But in a world

a collegial team and leaders who set

where the pace of change in the mort-

the tone, we can thrive despite it.

gage industry (and the workplace in

Trusting during tough times: Great

general) is staggering, I’ve found that

leaders trust their people to adapt to

certain leadership fundamentals re-

periods of uncertainty or rising rates

main not only relevant — but essential.

and find ways to keep the pipeline flow-

WHAT DOESN’T WORK IS JUST AS IMPORTANT AS WHAT DOES

ing. They also understand that everyone makes mistakes, and they don’t hold grudges or lose confidence if it happens.

The mortgage industry has been a rollercoaster over the

Seeing potential: Starting a new leadership position is al-

past three decades (yes, I’m counting the ’90s!). My career

ways difficult. While you want people to like and respect

path has taken me from Loan Officer to Correspondent Ac-

you, you also need self-assurance to deal with obstacles.

count Executive, Hedge Fund Analyst, Senior Compliance

That could mean delivering hard news or being the arbiter

Consultant, Project Manager, and now Senior Business De-

of a conflict while people are still getting to know you.

velopment Manager. With the current uncertainty in the

When you’re in this position, having the right fellow leaders is everything. I appreciate leaders who make it clear, by their actions, that they hired me because of my capabilities

market, I have been reflecting on my experiences and what lessons can be gleaned to help navigate the potential rough waters ahead.

and potential. When they ask any team members to leave

Looking back, I was surprised to find that many of my more

their comfort zone, it’s because they know they’re ready.

difficult experiences came under female managers. It was

Stewarding others’ ambitions: Talented leaders care as much or more about others’ ambitions as they do their own. They know that unless their colleagues feel fulfilled, they’ll leave. On the other hand, when team members believe that the people who hired them are dedicated to their career development, their performance and the company’s will reflect it. Champions of woman leaders: The mortgage industry is close-knit, and mortgage women are especially so. The organizations that hold programs for us are just outstanding. Groups like these not only help us to be better leaders, but they enrich our lives and inspire us to pay it forward.

confusing. Were they trying too hard to prove themselves? Were they threatened by other women’s success? After some reflection, these experiences actually helped me shape the kind of leader I wanted to become — by recognizing what I didn’t want to be. Two behaviors stood out: 1. Micromanagement — The Curse of the Ineffective Manager Also known as “control freak” behavior. We’ve all encountered it. The most effective leaders equip their teams with the tools and training to succeed, support them along the

ISSUE 4, 2025

ASK THE EXPERTS

Great sales leaders never dictate — instead, they listen, empathize, and gently nudge their teams to find new ways to convert their prospects to clients. > Shelley Duffy

way, and then step aside. Let your team shine — and make you look great in the process. 2. Condescension — The Silent Morale Killer Many of the managers I struggled with didn’t realize how often they spoke down to me instead of with me. It’s a subtle but critical distinction. Show genuine interest in your team’s perspectives. Invite their input. Empower them. Don’t as-

Frankly, that all sounds pretty reasonable to me.

“TECHNOLOGY SHOULD IMPROVE YOUR LIFE — NOT BECOME YOUR LIFE” Technology is the most dramatic change of our lifetime. It’s made flexible work possible — but it’s also made many of us feel like we’re never really off.

sume your experience outweighs their insight — sometimes

A recent visit to a friend’s lake house in Northern Michigan

their fresh take is exactly what’s needed.

reminded me what it feels like to truly unplug. No meetings.

LEADING THE NEXT GENERATION: MILLENNIALS AND GEN Z Let’s focus on what does work. The rise of Millennials and Gen Z has transformed the workplace, and not all seasoned professionals are comfortable with the shift. But understanding generational differences is key to attracting and retaining top talent. • Millennials value high-tech tools and high-touch communication. • Gen Z is mission-driven and wants to work for companies that stand for something. • Both generations are confident, vocal, and expect their contributions to be recognized. • They value independence, work-life balance, and purpose-driven careers.

M O RTG AG E WO M E N M AG A Z I N E

No notifications. Just quiet mornings with coffee and evenings with a glass of wine (maybe two). The sound of loons and still water brought a peace I hadn’t felt in far too long. Take that time. Your team needs to see you do it too. You’ll come back recharged — and so will they.

“A WOMAN IS LIKE A TEA BAG: YOU NEVER KNOW HOW STRONG SHE IS UNTIL SHE’S IN HOT WATER.” — Eleanor Roosevelt This quote resonated with me when I came across it and I can’t shake it, so … let’s twist it a bit to fit the narrative. How do we get strong before we land in hot water — so we not only survive, but thrive in it?

KEEP GROWING, KEEP EVOLVING Many MWM contributors say it — and I will too: constant growth is non-negotiable. This industry can be demanding,

We're honored to be recognized as one of Mortgage Women Magazine's

2025 Top Employers for Women!

but staying current with trends, ideas, and peers keeps your value high — for your team, your company, and yourself. Challenging yourself both personally and professionally will provide opportunities for overall growth and development. Personally, I ran for a seat on the Board of Directors at my golf club and became the first woman ever elected. Now in my second term, I’ve gained skills and confidence that directly translate to my role in mortgage banking. Professionally, I pursued my Certified Mortgage Banker (CMB) designation and joined the CMB Society in December 2024. It connected me with a diverse, nationwide network spanning roles, generations, and regions. It’s one of the best decisions I’ve made in my career — I only wish I’d done it sooner.

NEVER STOP EXPANDING YOUR NETWORK As someone from a big family in a small town, networking comes naturally to me. But it doesn’t have to be second nature to be powerful. You don’t have to be an extrovert to build a great network. Tools like LinkedIn make it easier than ever to stay connected. The mortgage market is volatile — you never know when you’ll need to call on a former colleague or industry friend. Stay visible. Stay engaged. Don’t be a stranger.

AND FINALLY … JUST LISTEN The most powerful leadership trait doesn’t require a tech stack or a sociology degree: listening.

At 5th Street Capital, we are proud to celebrate the dedication and impact of the incredible women on our team who help drive our mission forward ever day. We remain deeply committed to fostering an environment of growth, inclusion, and opportunity, and we are proud to champion the advancement of women within our company and the mortgage industry as a whole.

y Thank NMLS #1436495

Want to keep reading Mortgage Women Magazine? Become a member of the Mortgage Women Leadership Council today. Membership not only guarantees your subscription to the digital magazine but also provides you with a wealth of benefits designed to empower and elevate women in the mortgage industry.

Everything else — growth, respect, team-building, innovation — starts there. n

Shelley Duffy is Executive Vice President, National Accounts, Incenter Lender Services

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ISSUE 4, 2025

M O RTG AG E WO M E N M AG A Z I N E

A Ripple Effect Of Empowerment Strong brands don’t just differentiate — they mentor, inspire, and transform the future of mortgage BY JAX CRIDER, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

randing isn’t just about standing out — it’s about creating a lasting impact that echoes beyond individual success. In the mortgage industry, where our work touches some of the most significant moments in people’s lives, we have the opportunity to leave a legacy that’s rooted in education, empowerment, and authenticity. For women in the industry, branding becomes more than a strategy; it’s a tool for

changing perceptions, inspiring others, and redefining what it means to lead.

MENTORSHIP THROUGH BRANDING: EMPOWERING OTHERS TO FIND THEIR PATH

embrace their unique journeys, and

One of the most fulfilling aspects of

found roles at other companies, or

building PBJ Mortgage has been men-

started their own ventures, the goal

toring other women in the industry.

has always been the same: to help

For me, this goes beyond sharing strat-

them see their value and potential in

egies or insights; it’s about encourag-

this space. Branding plays a huge role

ing women to step into their power,

in this. When we align our work with

make bold choices about their careers. Whether they’ve joined our team,

ISSUE 4, 2025

our personal values and strengths, we build a

dustry that what we do is far more than a job. It’s

foundation that’s not only sustainable but also

a calling to serve, guide, and create positive, last-

deeply fulfilling. By supporting others in discov-

ing impacts. If we can inspire other professionals

ering their own paths, we collectively raise the

to view their roles through this lens, our legacy

bar for what’s possible in our industry.

becomes a ripple effect of empowerment and ed-

A LEGACY OF EDUCATION AND EMPOWERMENT The legacy I hope PBJ Mortgage leaves is simple

ucation that transforms the industry.

CHANGING PERCEPTIONS, ONE CLIENT AT A TIME

yet profound: a commitment to education and

Over the years, PBJ Mortgage has consistently

empowerment. These values aren’t just for our

shifted how clients and peers view the mortgage

clients — they’re for our teammates, our industry

process — and the professionals behind it. Many

peers, and the broader mortgage community.

clients have told us they didn’t believe the pro-

As mortgage professionals, we hold an incredible

cess could ever be simple or stress-free. Yet, time

It’s a calling to serve, guide, and create positive, lasting impacts. If we can inspire other professionals to view their roles through this lens, our legacy becomes a ripple effect of empowerment and education that transforms the industry. privilege and responsibility. We help people navi-

and again, they leave our office feeling informed,

gate the largest financial transaction of their lives

confident, and cared for.

while simultaneously saddling them with the largest debt they’ll ever carry. This duality means we must do more than just “get the job done.” We have to educate our clients, empowering them to make decisions that align with their financial goals and futures. PBJ Mortgage exists to remind others in the in-

M O RTG AG E WO M E N M AG A Z I N E

Our brand’s dedication to education and authenticity has also made an impression on industry peers. I’ve mentored countless women in mortgage, often with no personal gain involved. Why? Because living true to PBJ Mortgage’s core values means embodying education and empowerment in everything we do. It’s about lifting others, not

for recognition, but for the betterment of the in-

for the better. We can build brands that not only

dustry as a whole.

sustain us but also create generational impacts,

When clients or mentees walk away feeling supported, I know we’re doing more than just com-

helping families achieve homeownership and financial security for years to come.

When clients or mentees walk away feeling supported, I know we’re doing more than just completing transactions — we’re transforming perspectives. pleting transactions — we’re transforming perspectives.

THE RIPPLE EFFECT OF A STRONG BRAND

ADVICE FOR WOMEN IN MORTGAGE: BUILDING A LASTING LEGACY

A strong, authentic brand doesn’t just benefit you

For women in the mortgage industry, building a

powerment, and authenticity, we don’t just build

meaningful legacy through branding starts with

successful businesses. We inspire others to do

asking yourself a few key questions:

the same.

• What lasting impression do I want to leave?

At PBJ Mortgage, our brand is a reflection of

• How can I create a brand that reflects not just what I do but why I do it? • What impact do I want my work to have on my clients, my peers, and the industry?

— it benefits everyone it touches. When we create brands rooted in values like education, em-

what we stand for: making mortgages simple, approachable, and empowering. It’s a brand that encourages collaboration, fosters mentorship, and challenges outdated norms in the industry. For women in mortgage, branding isn’t just about

The men in our industry often operate in a cut-

differentiation. It’s about transformation. It’s

throat way, and it’s easy to feel like we must fol-

about showing up authentically, creating mean-

low suit to succeed. But I disagree. Women in

ingful connections, and leaving a legacy that in-

mortgage have a unique opportunity to lead with

spires the next generation of professionals.

collaboration, empathy, and authenticity — qualities that resonate deeply with both clients and colleagues.

So, ask yourself: What will your brand say about you? And more importantly, what impact will it leave on the world?

Through strong branding and intentional collaboration, we can change the face of the industry

Jax Crider is managing partner at PBJ Mortgage LLC.

ISSUE 4, 2025

The ROI Of

“I See You” How mentorship transforms morale, accelerates skills, and builds stronger mortgage teams

M O RTG AG E WO M E N M AG A Z I N E

BY TINA ASHER, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

n the fast-paced, high-stakes world of mortgage lending, success hinges not just on market trends and interest rates — but on people. Behind every closed loan, every strategic partnership, and every growing branch is a team of professionals who feel seen, supported, and developed. That’s where mentorship comes in — not as a nice-to-have perk, but as a strategic investment in your company’s long-term growth.

Mentorship isn’t just a tool for onboarding new hires Mentorship isn’t just a tool for onboarding new hires or grooming future leaders — it’s a cultural or grooming future leaders asset that fuels productivity, performance, and retention across the board. In an industry where — it’s a cultural asset client trust, compliance, and responsiveness are that fuels productivity, everything, well-mentored employees bring confidence and clarity to their roles. They make better performance, and decisions, communicate more effectively, and often rise faster in both skill and leadership. retention across the board. THE POWER OF MENTORSHIP IN TODAY’S MORTGAGE INDUSTRY

Especially for women in the mortgage industry, mentorship is a catalyst. It opens doors to advancement, demystifies leadership paths, and creates space for meaning-

ful growth in a still male-dominated field. Companies that

Faster Skill Development: Whether it’s understanding

champion mentorship send a clear message: we see you, we

regulatory changes or navigating interpersonal dynamics,

support you, and we’re investing in your success.

mentorship accelerates learning.

WHY GREAT LEADERS PRIORITIZE MENTORSHIP Mentorship is more than an HR initiative — it’s a leadership

Succession Planning: Developing internal talent prepares your company for the future, ensuring continuity even as leaders transition or retire.

people pays off. Here’s how:

MAKING THE MOST OF YOUR TALENT: INTERNAL & EXTERNAL RESOURCES

Improved Retention & Morale: Employees who feel sup-

Mentorship doesn’t have to be complex — but it does need

ported are more likely to stay, reducing turnover and pro-

to be intentional. Many companies already have untapped

tecting institutional knowledge.

leadership talent capable of guiding others. Establishing in-

mindset. Forward-thinking executives know that investing in

ISSUE 4, 2025

Mentorship doesn’t have to be complex — but it does need to be intentional.

ternal mentoring programs not only

framework to address the nuanced

builds community but helps senior

challenges of today’s workforce.

INVESTING IN PEOPLE IS INVESTING IN PROFIT

I’ve seen firsthand how leaders blos-

Ultimately, mentorship and leader-

som when given space to work

ship development aren’t expenses —

At the same time, bringing in outside

through their roadblocks, align their

they’re growth strategies. The return

expertise — like executive coaching

goals with company objectives, and

on investment shows up in stronger

and leadership development — can

gain tools for navigating conflict, del-

culture, smoother operations, better

elevate the entire system. An exter-

egation, and accountability. Coaching

client service, and a workforce that’s

nal partner brings fresh perspective,

fills the gap between good intentions

motivated to stay and succeed.

confidential support, and a proven

and great execution.

employees refine their own leadership skills in the process.

If your company is ready to build a culture where talent thrives — espe-

Especially for women in the mortgage industry, mentorship is a catalyst. It opens doors to advancement, demystifies leadership paths, and creates space for meaningful growth in a still male-dominated field. 40

M O RTG AG E WO M E N M AG A Z I N E

cially women in leadership — mentorship is a powerful first step. And when paired with specialized coaching and development programs, the impact can transform not just individual careers, but entire teams. Let’s stop thinking of mentorship as optional — and start treating it as the leadership strategy it truly is.

Tina Asher is a coach and founder of Build U Up Consulting.

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Glass Ceilings,

Cloud Solutions Women at the top are leveraging technology and mentorship to reshape servicing

BY JANE MASON, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

someone

who

has

high-level roles have a unique opportunity to

spent years in the fin-

pave the way for others by fostering new ways

tech space, I’ve seen how

of thinking and working. By welcoming and sup-

the combination of inno-

porting women who bring impact, resilience, and

vation and mentorship

tenacity, we can build stronger teams that thrive

can be powerful tools for

in the face of biases and challenges.

overcoming our indus-

try’s greatest obstacles. New, outside-the-box thinking provided by the emergence of women leaders has inspired technologies that streamline processes and create better borrower experiences. Equally important, women who have attained

M O RTG AG E WO M E N M AG A Z I N E

Women leaders are driving innovation and solving some of the industry’s toughest problems. By combining the adoption of cutting-edge tools with a commitment to mentorship, they are reshaping the servicing landscape and empowering

teams to deliver better outcomes for borrowers and businesses alike.

WOMEN ARE DRIVING TODAY’S INNOVATIONS At a time when rising borrower hardships and complex regulatory demands are testing the limits of traditional practices, innovation has become essential — and women are leading the way by leveraging years of expertise and by carefully nurturing others.

Through education, a spirit of innovation and bravery, and fostering a culture of openness, mentorship helps teams see new tools not as a threat but an opportunity to enhance their work. ISSUE 4, 2025

Thanks to leaders who constantly strive for new

tance faster, and servicers have the technology au-

ways of doing business, one of the most impactful

tomation that makes eligibility decisions in seconds.

innovations that has emerged has been the integration of automated workflows into servicing operations. Choosing and implementing new ways of working results in efficiencies including reduced costs of servicing, reduced errors, and reduced manual labor. Some of the same industry leaders have created technology that delivers faster responses while meeting the requirements of regulators and investors and offering caring and accessible self-service capabilities. Meanwhile, cloud-based technologies are automating the complexities of loss mitigation efforts by connecting all stakeholders — servicers, investors, and borrowers — within a single platform containing robust proven processes that provide comfort and real time results. Borrowers can access assis-

The success of these technologies depends on the leadership and vision guiding their adoption, and women leaders bring unique strengths to this process. I’ve found that women leaders often focus on collaboration and inclusion, creating environments where teams thrive and more adaptable solutions emerge. While these traits aren’t exclusive to women, they are critical in an industry where technology and one’s leadership approach must address the needs of both businesses and borrowers. I’ve been very fortunate to be inspired and supported by many women leaders along the way. Susan Martinez, a former president of several banks and a trailblazer in financial services, played a pivotal role in shaping my leadership approach. As one of my key mentors, Susan taught me to disregard unintentional bias against women entrepreneurs and keep following my dream, a lesson that became in-

By providing consistent guidance and challenging team members to explore, experiment, and take ownership of their work, leaders can create a culture THE POWER OF MENTORSHIP where creativity and collaboration thrive and other women can grow into leadership roles.

valuable as I embarked on creating Clarifire and disrupting traditional mortgage servicing processes. I also continue to surround myself with other women entrepreneurs and leaders. Not too long ago, I had the pleasure of serving as a guest speaker at Freddie Mac’s internal women’s group led by Cecelia Raine, the GSE’s VP of servicing strategy and integration, who was instrumental in leading the GSE’s multi-year “Reimagine Servicing” initiative. Collaborations like these demonstrate how women leaders, by working together and sharing expertise, can drive meaningful change and innovation across the servicing industry.

Successful technology adoption often hinges on leaders who are prepared to overcome resistance to change, work differently, and guide their teams through the process. Mentorship, shared trust, and acknowledgement of each other’s accomplishments all play a key role in this dynamic. Through education, a spirit of innovation and

M O RTG AG E WO M E N M AG A Z I N E

bravery, and fostering a culture of openness, mentorship helps teams see new tools not as a threat but an opportunity to enhance their work. This shift in perspective drives better outcomes across the board. For example, during the COVID-19 pandemic, servicers faced an overwhelming volume of borrower assistance requests. Leaders who combined forward-thinking strategies with mentorship-driven teams could pivot quickly, leveraging technology to automate high volumes of requests while maintaining stability. At Clarifire, I worked closely with my team during and after the pandemic to ensure everyone felt supported and equipped to navigate unprecedented challenges. Just as we did in our personal lives, we solved the problem by doing things in new ways. Mentorship isn’t separate from innovation — it

I firmly believe the future of mortgage servicing lies at the intersection of technology and mentorship. Women leaders are proving that the two go hand in hand, each enhancing the other to drive meaningful progress.

drives it. At Clarifire, where women make up approximately half of our team, I’ve worked to cul-

to the broader industry. I’m proud to belong to

tivate an inclusive environment that emphasizes

organizations like the Women’s Business En-

encouragement and empowerment. By providing

terprise National Council (WBENC) and C200, a

consistent guidance and challenging team mem-

global community of the most successful wom-

bers to explore, experiment, and take ownership

en in business, where women leaders are men-

of their work, leaders can create a culture where

toring the next generation of professionals. This

creativity and collaboration thrive and other

ripple effect is reshaping entire industries, as

women can grow into leadership roles. I always

mentored leaders bring fresh ideas and perspec-

say, don’t be afraid to be the best you can be.

tives to the table. We reach out to each other and

Within my company, mentorship has been inte-

open the doors that we can.

gral to our ability to innovate. Encouraging team

I firmly believe the future of mortgage servicing

members to push beyond perceived limits has led

lies at the intersection of technology and men-

to solutions that transform how servicers oper-

torship. Women leaders are proving that the two

ate. For instance, when we integrated HUD-ap-

go hand in hand, each enhancing the other to

proved housing counselors into the CLARIFIRE

drive meaningful progress. By embracing inno-

platform, it was the result of collaborative prob-

vation, fostering collaboration, and investing in

lem-solving and a shared commitment to im-

the leaders of tomorrow, we can redefine what’s

proving borrower experiences. Mentorship am-

possible in mortgage servicing and build a future

plified these efforts by fostering the confidence

that benefits servicers, their teams, and the bor-

and creativity needed to create meaningful im-

rowers they serve.

pacts for servicers and homeowners. Beyond internal operations, mentorship extends

Jane Mason, CEO, Clarifire

ISSUE 4, 2025

Breaking Code Breaking Barrie How Zeitro CTO Yingjie Yu turned setbacks into breakthroughs — and is inspiring women in AI and mortgage to lead boldly BY SLOAN BREWSTER, SPECIAL TO MORTGAGE WOMEN MAGAZINE

M O RTG AG E WO M E N M AG A Z I N E

e, ers

ingjie Yu — engineer, AI data scientist, chief technology officer, and co-Founder of Zeitro — has forged a path through multiple male-dominated worlds and wants to inspire other women to break boundaries too. Her words of encouragement are direct and to the point: “You can do everything you want,” she said.

A native of China, Yu emigrated to the

Wang, who has a way with words and

United States in 2016 to attend Santa

can be very persuasive.

Clara University for her graduate program in AI. When Yu interviews candidates for engineering roles at Zeitro, which has developed an AI based mortgage origination platform, she sometimes notices women with less confidence than their male counterparts. What they

“I just observe what he does and think about my style and just repeat and practice,” she said. Also from China, Wang first came to the U.S. in 2010 to complete his undergraduate work at Michigan State University.

need, she said, is faith in themselves

Yu and Wang started working togeth-

and a belief in their own abilities.

er about six years ago and have built

She came by this wisdom after getting

Zeitro from the ground up.

her Santa Clara, California business on

Today, the system they developed is

the forefront, despite its near demise.

used by 3,000 mortgage offices in the

Along the way, she embraced manage-

country. From 2020 to 2022, however,

ment and is in charge of a 13-member

the company faced a legal crisis that

team, including coders and design-

led to financial troubles. Money was

ers, but when she stepped into the

so tight Yu and Wang laid off most of

role, she was not familiar with lead-

their employees. When the CTO and

ership. To succeed she knew she had

vice president of engineering depart-

to be heard, which, for starters, meant

ed, Yu was left to fill the gaps.

learning to speak up more in meetings, especially when she’s the sole tech-pro or female in attendance. For that, she watched and learned from Zeitro’s CEO and co-founder Bochen

Her quick comprehension of how to be a good leader was no surprise to Wang, who noted that despite having no English in grad school, Yu was the

ISSUE 4, 2025

“smartest guy” (sic) with top grades and is now the best engineer he knows.

by honing in on her innate resilience. “I think that sometimes I have a lot

ness technology with the plan to fuse technology with finance.

As Yu grew professionally, she be-

of emotions like fear or anxiety, but

She met Wang in grad school. While

came “a very comprehensive CTO”

I always cannot be affected by these

enrolled in a program on anime, they

while “carrying all of the develop-

emotions,” she said. “And just let them

began working together, Yu taking

ment, the pricing, the AI, everything,”

pass away quickly and go back to work

charge of all things tech and Wang do-

Wang said. She also acquired a knack

fairly quickly and make things work.”

ing everything else.

Yu and Wang are working on scale

At Zeitro, Yu spends about half the day

In addition, she gave him a shoulder

with the goal of surmounting 10 times

coding and the rest talking to develop-

to lean on, supporting him mentally

their current market in the next two

ers and designers.

while they were dealing with the po-

to three years.

for mortgages.

tential loss of the company.

Zeitro’s platform cuts back on paper

“I spend a lot of time coding,” she said. Also a developer, when the need aris-

“I always tell people without Yingjie,

and time, they said. For example, their

there’s no Zeitro,” he said. “She’s the

debt-to-income calculator shortens

person I know that’s the most knowl-

document review time to five min-

As the company prepares new fea-

edgeable in AI and software develop-

utes, a task that can take from three

tures, she checks progress and ad-

ment.”

to five hours without the tech. It also

dresses deadline issues. When a fea-

reduces software costs by 70%, from

ture is ready, she reviews and releases

$100,000-plus to about $30,000.

it onto the platform.

Yu said. Used to following other peo-

Yu started in finances, getting her un-

While surmounting professional chal-

ple’s lead, she questioned her ability to

dergraduate degree in Shanghai. At

lenges, the duo has taken on the nuanc-

take charge. As she gained confidence,

Santa Clara University, she received a

es of American society, which stand out

she was able to see herself in the role

graduate degree in coding and busi-

from how they were raised. Yu’s focus

While she may have been a quick study, becoming the boss wasn’t easy,

M O RTG AG E WO M E N M AG A Z I N E

es, she takes on development tasks.

“I feel even if I fail, I can do something else. I just can take more risks and do whatever I want.”

else,” she said. “I just can take more risks and do whatever I want.” Totally focused on her vocation, she said her bigger issue is finding worklife balance. “Sometimes I think about work 100% of the time,” she said. “I think that is not very healthy.” She enjoys playing tennis and wants more time to practice.

on technology allows her to stay on the

To form a community culture at Zeitro,

In her spare time, she also develops

periphery, making the transition less

Wang and Yu pulled together a diverse

IOS Apps and is working on one that

jarring, she said. Wang, on the other

team from countries including the U.S,

tracks menstrual cycles to help wom-

hand, endures “more cultural shocks.”

China, South America, and Russia.

en understand why they sometimes

American self-dependence was a par-

Friends and family are supportive Yu

ticular contrast.

said. When she hits a snag, her parents

She has also developed an app that

remind her to have faith in herself,

lets tennis players track their prac-

which “helps me a lot.”

tices, which the “super talented engi-

“In China, we’re growing in a team; we’re growing in a community. When we’re doing things, we’re not only

One thing she is not worried about is

thinking about ourselves,” he said. “We

failure.

think about the team, we think about the community, that’s our culture.”

“I feel even if I fail, I can do something

feel heightened anxiety or emotion.

neer” completed overnight and offers for free, according to Wang. “She has a very good heart,” he said. “She wants to help others.”

ISSUE 4, 2025

Mortgage Star:

More Than A Conference, It’s A Movement

MEGHAN GOLDEN PRESENTS AT MORTGAGE STAR IN NEW ORLEANS THIS PAST JULY.

M O RTG AG E WO M E N M AG A Z I N E

Meghan Golden’s journey at Mortgage Star shows the transformative power of women supporting women BY MELISSA PIANIN, EXECUTIVE DIRECTOR MORTGAGE WOMEN LEADERSHIP COUNCIL

look forward to the Mortgage Star Conference every year. Call me biased, but I truly believe this event brings out the very best in women, not just in their professional expertise, but in their willingness to lift each other higher. It’s a day rooted in support, authentic knowledge sharing, and genuine community. This year, we opened with a meet-and-greet at the Carousel Bar, our first time trying something like this. What could have been a casual icebreaker became a powerful reminder of the importance of connection. Before the sessions even began, women were swapping stories, building relationships, and finding common ground. That energy set the tone for everything that followed.

One

standout

moment for me was presenting a session on the importance

networking with Meghan

Gold-

en, Director of Digital

Com-

munications for the

Mortgage

Women

Lead-

ership

Coun-

cil. What many don’t realize is that

ATTENDEES AT THE 2025 MORTGAGE STAR EVENT START THEIR DAY BY ENJOY OPENING REMARKS AND MIMOSAS.

Meghan

was involved in creating the council before I was, and she

Meghan while she confidently shared her personal experi-

deserves so much credit for the dedication and passion she

ences with a room full of women. To see her allow herself

has poured into building this organization. Her commitment

to be both vulnerable and strong was a defining moment.

to creating a safe, empowering space for women in mort-

That’s truly what this conference is all about.

gage to stretch their wings and fly has been remarkable. It was long overdue, but incredibly special, to stand beside

Two years ago, Meghan was behind a camera, documenting the stars at the front of the room and cheering them

ISSUE 4, 2025

MEGAN MARSH, BROKER CONCIERGE SERVICES AT Co/LAB DURING HER SESSION "MENTAL WARFARE: MASTERING MENTAL TOUGHNESS TO DOMINATE THE MORTGAGE INDUSTRY."

JENNIFER MCGUINNESS, CEO AT PIVOT FINANCIAL, TALKS "BREAKING BARRIERS," A SESSION TITLE THAT SHARES THE NAMESAKE OF HER MWLC WORKING GROUP SERIES.

KENDRA EAKINS, PRODUCING AREA SALES MANAGER (TX & LA) AT NEWFI WHOLESALE, LEADS HER DISCUSSION ON NON-QM.

on from behind the lens. But after two years of attending Mortgage Star, a year of leading webinars, and helping guide the council, she has blossomed into the powerhouse we all knew was waiting to step forward. Watching her glow in that moment was proof of the impact this community can have when women lift each other up.

ANGEL SUMLIN, MANAGING DIRECTOR OF ORGANIZATIONAL DEVELOPMENT AT SUN WEST MORTGAGE COMPANY, INC., TALKS AI AND HOW IT CAN HELP WOMEN IN MORTGAGE.

As I left New Orleans this year, I was reminded once again why Mortgage Star is so special. It’s not just a conference, it’s a movement. Every woman who takes the stage, asks a question, or simply shows up is adding to the collective strength of our industry. Together, we’re proving that when women support each other, ceilings shatter, confidence grows, and true leadership shines. I can’t wait to see how these connections and conversations conELIZABETH MIX, VP WAREHOUSE LENDING WESTERN ALLIANCE BANK, AND LADONNA LOCKARD, CEO MAXCLASS, DURING THEIR PANEL DISCUSSION "LEAD LIKE A PRO."

M O RTG AG E WO M E N M AG A Z I N E

tinue to shape the future of mortgage, and I’m already looking forward to what next year will bring.

KELLY HENDRICKS, SVP DELMAR FINANCIAL COMPANY, AWARDS MARGARET STROTMAN, SVP, HEAD OF CREDIT RISK STRATEGY AT FIFTH THIRD BANK, AND PARKER BOROFSKY, BRANCH LEADER AT MOVEMENT MORTGAGE, WITH THEIR 2025 MORTGAGE STAR AWARDS.

Every woman who takes the stage, asks a question, or simply shows up is adding to the collective strength of our industry. Together, we’re proving that when women support each other, ceilings shatter, confidence grows, and true leadership shines.

MORTGAGE WOMEN LEADERSHIP COUNCIL MEMBERS — INCLUDING HONOREES, ATTENDEES, PRESENTERS, AND SHOW PRODUCERS — GATHER FOR A GROUP PHOTO TO CULMINATE THE 2025 MORTGAGE STAR EVENT, CELEBRATING WOMEN MORTGAGE PROFESSIONALS WHO SUPPORT ONE ANOTHER AND RAISE EACH OTHER UP.

ISSUE 4, 2025

pera O An

Of Leadership

M O RTG AG E WO M E N M AG A Z I N E

Jennifer McGuinness’s story crescendos from music to mortgage finance, blending discipline, defiance, and mentorship BY MEGHAN GOLDEN, SPECIAL TO MORTGAGE WOMEN MAGAZINE, BASED ON INTERVIEW QUESTIONS BY STAFF WRTER SLOAN BREWSTER

ISSUE 3, 2025

M O RTG AG E WO M E N M AG A Z I N E

ennifer has a presence that fills the room: unapologetic, commanding, and self-assured in a way that only comes from repeatedly owning who you are. The confidence can be quite striking, and now understanding her background and her ability to command an actual stage, I understand where it comes from. Jennifer’s self-assuredness is a steady refrain that runs through her life, always reminding her, and those around her, to step into every moment with authenticity.

OVERTURE: THE UNEXPECTED BEGINNING

bringing the market forward and making assets perform.

Jennifer’s story does not open in a boardroom or on

ACT II: THE COUNTERPOINT OF FAMILY

Wall Street. It begins in a music conservatory, where she trained as a classical opera singer. Like the opening

Every opera balances power with love, and Jennifer’s

strains of an overture, this chapter hinted at passion,

most profound theme is not her career. It is her son,

discipline, and stage presence — qualities that would

Alex, and her family. “At the end of the day, what I am

later translate seamlessly into leadership.

most proud of is my son,” she said. “He is by far abso-

Though she had always planned to become a lawyer,

lutely the best thing I have ever done.”

her first roles in mortgage underwriting and processing

Motherhood did more than enrich her personal life; it

nudged her toward a different stage altogether. What

changed the way she led at work. From a hallway con-

she thought was a “happy accident” became the central

versation with four-year-old Alex, where his relentless

theme of her career.

“why” questions revealed her need to listen more open-

ACT I: RISING CRESCENDO From underwriting to litigation firms, from law to loan origination, and finally onto Wall Street in investment banks, hedge funds, and REIT’s, Jennifer built her career

ly, to the daily grounding reminders that come from parenting, Jennifer credits family with making her a better leader.

ACT III: CONFRONTING DISSONANCE

step by step, each role adding an instrument to the or-

No opera is complete without conflict, and Jennifer

chestra. Unlike many who master a single instrument,

has faced her fair share. From biases on Wall Street to

she chose to be the conductor of the full cycle of the

being passed over for a promotion in favor of a male

mortgage process: origination, servicing, asset man-

colleague, she has met discord with resolve. Offered

agement, due diligence, and structured finance. The

a $100,000 raise as a consolation prize, she refused

result allowed her to understand not just the notes she

— demanding the rightful title along with proper pay.

was playing but the entire score.

In the end, she won both. No matter how many roses

Her reputation has grown into one of the most respected asset managers in the mortgage industry. With over 25 years of experience, she has developed a knack for

rained down from the balconies, it was meaningless if the headliner’s name wasn’t center stage on the Playbill. “There are stereotypes about what women can do in

ISSUE 3, 2025

“There are stereotypes about what women can do in business and also about what you should be doing as a woman. I’ve never focused on that, it’s noise.” > Jennifer McGuinness

M O RTG AG E WO M E N M AG A Z I N E

“At the end of the day, what I am most proud of is my son. He is by far absolutely the best thing I have ever done.” > Jennifer McGuinness with her son, Alex, at Mortgage Star in New Orleans, where he helped ensure his mother was ready for her spotlight.

business and also about what you should be doing as a

to be heard across the mortgage sector. Recently, she

woman,” she said. “I’ve never focused on that, it’s noise.

took the stage at Mortgage Star in New Orleans, where

I focused on what I wanted to become and how I could

her son Alex joined her — not in the wings, but actively

help others achieve their version of the same.”

supporting. Dressed in a suit, he worked with the Mort-

Her defiance against such dissonance has become one of the opera’s most powerful arias, a solo voice rising

gage Women team to prepare her slides, proudly ensuring his mother was ready for her spotlight.

above the noise, declaring that she will not accept limits

To me, it was the perfect final act: a scene where pro-

placed on her.

fessional accomplishment, personal devotion, and leg-

FINALE: RETURNING TO THE STAGE FOR OTHERS Today, Jennifer channels her experiences into her business, Pivot Financial, and her partnership with the Mortgage Women Leadership Council, using her platform not just to perform, but to uplift. She has hosted six Breaking Barriers webinars, creating space for women

acy-building harmonized into one powerful chorus. Watching Jennifer there — mentor, leader, and mother — I realized her life is not just structured like an opera; it embodies the spirit of one: bold, complex, and unafraid of dissonance, yet always anchored by recurring themes of resilience, authenticity, and love. Like any great performance, Jennifer’s story does not end with the final note. It continues to echo forward, inspiring and guiding the next generation of women.

ISSUE 3, 2025

2025

M O RTG AG E WO M E N M AG A Z I N E

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

Empowerment In Action Recognizing ten top employers championing women’s success in 2025

omen continue to be a powerful and transformative force in the mort-

gage industry — and the companies that recognize this are thriving. Across the country, more organizations are embracing inclusive cultures, expanding benefits, and creating environments where women can excel and lead. This year, ten companies have been named Top Employers for Women in 2025. These organizations go beyond policy — they’re shaping culture. They’re empowering women with resources, mentorship, and leadership opportunities; ensuring diverse representation at every level; and fostering workplaces where everyone can succeed. Some of these standout employers are guided by women leaders themselves. All share a common mission: to make the mortgage industry a place where women’s contributions are not only welcomed, but celebrated. Mortgage Women Magazine applauds these ten trailblazing companies for their ongoing commitment to equity, empowerment, and progress. In the pages ahead, discover how they’re building pathways for women to rise, lead, and thrive in 2025 and beyond.

ISSUE 4, 2025

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

5th Street Capital, Inc. Company President/CEO: Christian Salceda

5thstcap.com

54%

Percentage of women employees

How does your organization address and support work-life balance for women employees?

hold key leadership roles that shape strategy, operations, and culture, with

their

perspectives

active-

We believe true success includes bal-

ly sought when setting goals. We

ance. To support women, we offer

recognize and highlight women’s

flexible work options such as hybrid

expertise across departments, po-

schedules, and remote opportuni-

sitioning them as subject-matter

ties to align with personal and family

leaders in areas such as operations,

needs. Our family-friendly policies

marketing, and sales. Beyond for-

include parental leave, and prioritiz-

mal roles, our culture emphasiz-

ing family commitments when sched-

es respect and inclusion, ensuring

uling key events. We foster a culture

women’s contributions are valued

where managers respect boundaries

and impactful. Through these ef-

and encourage wellness. With ded-

forts, women at 5th Street Capital

icated mental health resources and

are not only present but influential

career pathways designed so women

in guiding the company’s direction,

never have to choose between ad-

vision, and long-term growth.

vancement and balance, we ensure our team thrives personally and professionally in every stage of life.

How does your company actively ensure women’s voices are heard and represented in decision-making?

What is your vision for the future of women at your company and in the mortgage/banking industry as a whole? Our vision is to continue creating an environment where women thrive, grow, and lead. We are focused on

At 5th Street Capital, we are in-

building strong leadership pathways

tentional about ensuring women’s

and providing the resources women

voices are represented at every

need to step confidently into deci-

level of decision-making. Women

sion-making roles.

M O RTG AG E WO M E N M AG A Z I N E

50%

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

American Financial Network, Inc. Company President/CEO: John Sherman

afncorp.com

47%

Percentage of women employees

What makes your company a Top Employer for Women?

Program, focus on topics like inclu-

American Financial Network, Inc.

al change. Additionally, our flexible

(AFN) is an excellent place to work. As

scheduling policies support work-life

a true champion of work-life balance,

balance, enabling women to thrive

AFN offers numerous perks that are

both professionally and personally.

particularly appealing to women. These include wellness programs, flexible schedules, financial planning assistance, remote work options,

sive leadership and navigating cultur-

What contributions does this company make to women in the mortgage industry?

competitive salaries, internal promo-

AFN fosters a strong foundation of fair

tions, and free self-study courses. A

wages, healthcare, matched retirement

dedicated social responsibility spe-

savings, and a respectful work environ-

cialist oversees wellness and philan-

ment. The company’s Chief Operating

thropy, while a motivational coach

Officer, a seasoned industry leader,

supports employee growth.

has mentored and promoted count-

What programs, strategies, or formal mentoring/sponsorship programs does this company have specifically aimed at developing women leaders?

less women over four decades. AFN prioritizes family values and empowers women across all roles in lending.

Does your company offer accommodations for nursing mothers?

AFN is committed to developing wom-

We understand that the workplace

en leaders through multiple initiatives.

can often be a tough transition for

We offer an in-house coaching pro-

working parents and offer designated

gram led by national business coach

lactation rooms to ensure privacy and

Anthony Casillas, available at no cost

comfort, along with flexible schedul-

to employees seeking growth in man-

ing and remote work options to sup-

agement, sales, and operations. Quar-

port individual needs. Nursing moth-

terly leadership development courses,

ers are encouraged to take necessary

offered through our Nivati Wellness

breaks and care for their wellbeing.

30%

Percentage of women executives/C-suite Benefits available to women: • Paid Time Off • Flexible Schedule • Paid Leadership Development • Work From Home Opportunities • Maternity Leave • Equal Pay Professional leadership development opportunities available to women: • Conference • Academic/Degree/ Certificate Programs • Continuing Education • Personal/Professional Networking • Corporate Sponsored Leadership Training Programs • Mentors and/or Coaches • Association Memberships • Professional Workshops & Seminars • Internal Career Pathing Programs • Access to a Motivational Speaker & Business Coach • Participation in National Leadership Councils & Industry Forums

ISSUE 4, 2025

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

CMG Financial

Company President/CEO: Chris George

cmgfi.com

58.6%

Percentage of women employees

How does your organization address and support work-life balance for women employees?

Once in these positions, female leaders play an essential role in shaping policies, hiring more women, and sup-

CMG understands that supporting

porting their teams with empathy and

women at work also means support-

understanding.

ing them in life. We offer paid maternity leave — an uncommon benefit

CMG’s culture is built on the acknowl-

in our industry — alongside work

edgment that our success comes di-

flexibility, remote opportunities, and

rectly from the women who drive the

equal pay policies. These benefits

company forward. By providing the

are designed to help women manage

tools, resources, and flexibility they

both professional and personal re-

need, we not only retain top talent but

sponsibilities without sacrificing one

also continue to attract new women

for the other.

to the mortgage industry. Supporting work-life balance isn’t just a benefit

We also provide accommodations for

at CMG — it’s a business strategy that

nursing mothers, including break time

sustains growth and innovation.

and dedicated spaces to express milk. For many women, these practical supports make it possible to continue advancing their careers while caring for their families. Beyond benefits, CMG invests in women’s long-term success. By promoting women into managerial, director, VP, and executive roles, we ensure that leadership reflects the same balance and flexibility we encourage throughout the company.

M O RTG AG E WO M E N M AG A Z I N E

What is your vision for the future of women at your company and in the mortgage/banking industry as a whole? Our vision is for women to continue reshaping the mortgage and banking industry. Ultimately, we envision a mortgage industry where women are not the exception in leadership, but the expectation.

38.46%

Percentage of women executives/C-suite Benefits available to women: • Paid Time Off • Flexible Schedule • Work From Home Opportunities • Maternity Leave • Equal Pay Professional leadership development opportunities available to women: • Conference • Continuing Education • Personal/professional Networking • Corporate Sponsored leadership training programs • Mentors and/or coaches • Association Memberships • Professional Workshops & Seminars

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

CV3 Financial Services Company President/CEO: William Tessar

cv3financial.com

49%

Percentage of women employees

How does your organization address and support work-life balance for women employees? At CV3, we recognize that supporting work-life balance is essential to empowering women employees, especially working mothers. In the office, our dedicated Mother’s Room provides a private, comfortable space for nursing mothers to express milk, equipped with a recliner, cleaning wipes, and a private refrigerator for safe storage. Beyond physical accommodations, CV3 provides flexible work schedules and remote work opportunities, enabling women to adapt their professional responsibilities to the evolving needs of their families.

31%

Percentage of women executives/C-suite

families and careers.

Benefits available to women:

Beyond the workplace, CV3 partners

• Paid Time Off • Flexible Schedule • Paid Leadership Development • Work From Home Opportunities • Maternity Leave

with Great Work Perks to offer exclusive discounts on family experiences, making it easier for employees to spend meaningful time with their children outside of work.

What specific programs, initiatives, or policies does your company have in place to promote women into leadership roles? Partnering with Betterhelp, we provide curated webinars and programs that address topics relevant to women in the workplace. These programs are led by accomplished women speakers who share their personal

To help manage the demands of par-

leadership journeys, insights, and les-

enthood, CV3 also promotes a cul-

sons learned. Beyond learning pro-

ture of understanding and openness,

grams, we conduct regular internal

where leaders actively support time

equity reviews, assessing promotion

off for family needs such as doctor’s

rates, compensation, performance

appointments, school events, or

ratings, and leadership representa-

childcare emergencies. We encour-

tion by gender. Additionally, we’ve

age realistic workloads and respect

added RULA as another resource.

for personal boundaries, fostering

RULA is a high-quality behavioral

an environment where women feel

health platform that includes specific

empowered to prioritize both their

career and lifestyle counseling.

Professional leadership development opportunities available to women: • Conference • Continuing Education • Personal/Professional Networking • Corporate Sponsored Leadership Training Programs • Association Memberships • Professional Workshops & Seminars

ISSUE 4, 2025

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

Delmar Mortgage

Company CEO/President: Matt Levison

delmarmortgage.com

53%

Percentage of women employees

How does your organization address and support work-life balance for women employees?

balancing major roles in and outside of the organization, and doing it with authenticity.

At Delmar Mortgage, balance isn’t a perk; it’s a principle. We know that

Ultimately, we’re not asking anyone

thriving professionals are whole peo-

to “balance” for us; we’re building a

ple first, and we’ve built a culture that

workplace that balances around them.

honors that truth. Our benefits reflect

Because when our people feel sup-

this. Flexible paid time off, remote

ported in their lives, they’re empow-

work options, comprehensive health

ered to do their best work, and that’s

coverage (including mental health),

a win for everyone.

and 401(k) matching provide the foundational support our team needs. But actual balance comes from more than benefits; it comes from trust. We don’t micromanage how or when people work. If a team member needs to adjust their hours to handle school drop-off, attend a family event, or care for a loved one, we support that without question. We’ve seen women succeed here as new moms, caretakers, community volunteers, outside business leaders, and executives because we make space for all of it. Our leadership models this flexibility from the top down. Many of our women leaders, including our SVP of Operations, Kelly Hendricks, are

M O RTG AG E WO M E N M AG A Z I N E

How does your company actively ensure women’s voices are heard and represented in decision-making? Representation starts with leadership. At Delmar, women make up half of our managers and department heads, and represent our executive leadership. From operations to marketing to fulfillment, women are in the room where decisions happen, and their voices shape company direction daily. But it’s not just about titles. We actively foster a culture of inclusion by inviting feedback, recognizing performance, and empowering employees at every level to raise ideas.

14%

Percentage of women executives/C-suite Benefits available to women: • Paid Time Off • Flexible Schedule • Work From Home Opportunities • Maternity Leave • Equal Pay • Paid Volunteer Hours Professional leadership development opportunities available to women: • Conference • Continuing Education • Personal/Professional Networking • Mentors and/or Coaches • Association Memberships • Professional Workshops & Seminars • Paid Volunteer Hours

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

Fairway Independent Mortgage Corporation Company President/CEO: Steve Jacobson

fairway.com

60%

63%

What is your vision for the future of women at your company and in the mortgage/banking industry as a whole?

What contributions does this company make to women in the mortgage industry?

Benefits available to women:

Fairway envisions a future where

mortgage industry by promoting fe-

women are not only present but lead-

male leaders, sponsoring industry

ing at every level of the organization.

events, and celebrating achievements.

Fairway actively cultivates an environ-

Women at Fairway have received na-

ment where women feel supported to

tional recognition, including awards

grow and thrive. Through mentorship,

from HousingWire, Mortgage Wom-

leadership development, and recog-

en Magazine, and Employ Humanity,

nition programs, the company helps

highlighting their influence and lead-

women advance their careers and

ership in the field.

Percentage of women employees

build influence in the industry. Fairway’s partnership with the Women’s Council of Realtors reflects its broad-

Fairway champions women in the

Does your company offer accommodations for nursing mothers?

er commitment to elevating women

Yes, Fairway provides accommoda-

across the mortgage and real estate

tions for nursing mothers, including

sectors. By sponsoring events, sharing

private lactation rooms and flexible

success stories, and promoting visi-

break times. These efforts reflect the

bility, Fairway aims to inspire system-

company’s broader commitment to

ic change in how women are viewed

supporting working parents and fos-

and valued in financial services. In

tering a family-friendly workplace.

the future, we aim to expand mentor-

Percentage of women executives/C-suite

• Paid Time Off • Flexible Schedule • Paid Leadership Development • Work From Home Opportunities • Maternity Leave • Equal Pay • Women’s Empowerment Group • Women’s Summit • Safety Initiative • National Recognition Programs. Professional leadership development opportunities available to women: • Conference • Personal/Professional Networking • Corporate Sponsored Leadership Training Programs • Mentors and/or Coaches • Professional Workshops & Seminars

ship, continue advocacy, and remain a workplace where women’s voices drive innovation and transformation.

ISSUE 4, 2025

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

MaxClass

Company President/CEO: LaDonna Lockard

MaxClass.com

100%

Percentage of women employees

What specific programs, initiatives, or policies does your company have in place to promote women into leadership roles?

How does your company actively ensure women’s voices are heard and represented in decision-making?

Advancing women from within the

We hold a weekly meeting where

company is a top priority, especially

we discuss our successes, goals, and

as we continue to grow. One-on-one

intentions for the upcoming week.

mentorship, encouraged (and paid

During this time, any concerns, ideas,

for) professional development, and

etc. can be shared. We actively en-

fostering an environment where all

courage group participation on brain-

ideas are heard has been paramount

storming calls and as the CEO, my

to our success.

phone line is always open to my team — literally, 24/7.

How does your organization address and support work-life balance for women employees? We offer unlimited paid time off and work “flex” hours. If you need time,

What is your vision for the future of women at your company and in the mortgage/banking industry as a whole?

the time is yours. Being gracious and

Championing women has become

accommodating in regards to sched-

my ultimate pastime and I have no

ules has led to the ultimate payoff.

intention of letting up any time soon!

Our employees know that their time

I am a firm believer that the industry

is precious and we treat it as such. In

as a whole will benefit from including

turn, we can count on each other to

more women in it. Representing what

accomplish what needs to be accom-

is possible when you put women into

plished when it needs to be accom-

leadership roles is the ultimate flex.

plished by. We all contribute to the success of the company and when you treat women with respect, you will get nothing but respect back.

M O RTG AG E WO M E N M AG A Z I N E

100%

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

Paramount Residential Mortgage Group Company President/CEO: Paul Rozo

PRMG.net

60%

33%

What contributions does this company make to women in the mortgage industry?

Benefits available to women:

Percentage of women employees

How does your company support women in the workplace? PRMG doesn’t take recognition lightly. They make it a point to recognize

PRMG creates access for the women

and give gratitude to the women of

in the industry. They have fostered a

the company of all levels. This looks

culture that puts an emphasis on ac-

like nominations for national awards

cess to knowledge and learning. The

with outside publications to internal

women in high performing and lead-

emails and features in the company’s

ership roles at PRMG are role models

magazine shared across 49 states and

and are accessible to those women

over 200 branches. This recognition

in the company who want to expand

helps the women in advancing their

their career. Through the Women’s

career within PRMG through internal

Advisory Council, employees have the

promotions and leadership role train-

chance to speak with these women

ing. PRMG also supports women in

personally where they can share their

the workplace through their Women’s

business model, thus creating more

Advisory Council, founded in 2019.

successful women within the compa-

Their aim is to empower women and

ny and expanding their reach in the

offer a forum for career development,

mortgage industry.

barrier-breaking, and progression.

Percentage of women executives/C-suite

• Paid Time Off • Flexible Schedule • Paid Leadership Development • Work From Home Opportunities • Maternity Leave • Equal Pay • Child Care/ On Site Day Care • DCFSA is being rolled out in September 2025, which will help parents cover the cost of childcare. Professional leadership development opportunities available to women: • Conference • Academic/Degree/ Certificate programs • Continuing Education • Personal/Professional Networking • Corporate Sponsored Leadership Training Programs • Mentors and/or Coaches • Association Memberships • Professional Workshops & Seminars

ISSUE 4, 2025

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

Pennymac

Company President/CEO: David Spector

Pennymac.com

51%

22%

• We established the wEMRG (Women Empowering Mentorships, Relationships, and Growth) Business Resource Group (BRG), with a mission to cultivate and promote an inclusive environment for women and allies.

Benefits available to women:

Percentage of women employees

What contributions does this company make to women in the mortgage industry? Pennymac is deeply committed to recruiting, developing, and engaging women in the mortgage industry. As a Diamond Plus sponsor of NAMMBA (National Association of Minority Mortgage Bankers of America), we support their vital work in enriching women, minorities, and allies across mortgage and real estate finance. Our partnership empowers women to become industry leaders at all levels, and helps create a financially viable and healthier homeownership ecosystem that truly reflects the diverse population our industry serves, driving positive, lasting impact.

What makes your company a Top Employer for Women? Our commitment to supporting women is woven into our company’s fabric:

• 22% of our board members are women. • In 2024, 51.% of our new hires were women.

M O RTG AG E WO M E N M AG A Z I N E

• We partner with organizations like the National Association of Minority Mortgage Bankers of America (NAMMBA), underscoring our dedication to an inclusive workplace. • We were recognized as a Top 100 Most Loved Workplace by Newsweek and as a 2024 Top Employer for Women by Mortgage Women Magazine. Does your company offer reimbursement for travel related to reproductive healthcare? Yes, Pennymac offers a travel reimbursement benefit related to reproductive healthcare. This program applies when specific services are legally restricted or banned in the member’s state of residence, providing an annual reimbursement of up to $3,000 to help cover associated travel costs.

Percentage of women executives/C-suite

• Paid Time Off • Flexible Schedule • Paid Leadership Development • Work From Home Opportunities • Maternity Leave • Equal Pay Professional leadership development opportunities available to women: • Conference • Academic/Degree/ Certificate programs • Continuing Education • Personal/Professional Networking • Corporate Sponsored Leadership Training Programs • Mentors and/or Coaches • Association Memberships • Professional Workshops & Seminars

SPECIAL SECTION:

TOP EMPLOYERS FOR MORTGAGE WOMEN

Simplending Financial Company President/CEO: Janine Cascio

simplendingfinancial.com

75%

Percentage of women employees

What specific programs, initiatives, or policies does your company have in place to promote women into leadership roles?

growth. We provide family-friendly benefits such as parental leave, phased return-to-work options, and flexible scheduling to accommodate person-

At Simplending Financial, we are com-

al responsibilities. We also encourage

mitted to creating clear pathways for

hybrid and remote work opportunities

women to grow into leadership roles

so women can manage both career

through mentorship and sponsorship

and family without compromise

programs, targeted leadership training, and transparent promotion metrics that value not only performance but also cultural and team contributions. We actively work to reduce bias

What is your vision for the future of women at your company and in the mortgage/banking industry as a whole?

in hiring and promotion, set measur-

My vision for the future of women at

able diversity goals, and provide fam-

our company — and in the mortgage

ily-friendly policies such as flexible

and banking industry as a whole — is

schedules and parental leave to sup-

to see women not only represented,

port women through all stages of life.

but leading with confidence, influ-

By partnering with women-focused

ence, and innovation. At Simplend-

organizations and showcasing our

ing Financial and through She Funds

female leaders at industry events, we

Academy, I envision building a pipe-

ensure visibility, advocacy, and op-

line where women are consistently

portunity for women in finance.

mentored, trained, and elevated into

How does your organization address and support work-life balance for women employees?

executive roles, breaking through the

75%

Percentage of women executives/C-suite Benefits available to women: • Paid Time Off • Flexible Schedule • Paid Leadership Development • Work From Home Opportunities • Maternity Leave • Equal Pay Professional leadership development opportunities available to women: • Conference • Academic/Degree/ Certificate programs • Continuing Education • Personal/Professional Networking • Corporate Sponsored Leadership Training Programs • Mentors and/or Coaches • Association Memberships • Professional Workshops & Seminars

industry’s traditional barriers. I believe the future of finance requires a balance of perspectives, and women

We support work-life balance for

bring unique strengths in leadership,

women by creating flexible, inclusive

collaboration, and problem-solving

policies and a culture that prioritiz-

that will shape a more ethical, trans-

es well-being alongside professional

parent, and people-focused industry.

ISSUE 4, 2025

Empowering Women In Mortgage Welcome to the Mortgage Women Leadership Council A warm welcome to you! I’m Kelly Hendricks, the Man-

sional growth, mentorship, and networking. Joining the

aging Editor of Mortgage Women Magazine and Senior

council comes with various benefits, including net-

Vice President of Delmar Mortgage, and it brings me

working opportunities and access to industry-specific

great joy to extend this invitation to you. Throughout

professional development resources. We understand

my career in the mortgage industry, I’ve been fortunate

the unique challenges women face in mortgage leader-

to have leaders and mentors who played pivotal roles in

ship and have tailored mentorship and support systems

shaping my journey. I am thrilled to introduce a trans-

to address them.

formative initiative — the Mortgage Women Leadership Council, created by Mortgage Women Magazine.

I invite you to join this movement to empower women in the mortgage industry. The Mortgage Women Lead-

In my role, I’ve experienced the challenges that women

ership Council is committed to fostering a welcoming

face in leadership within the mortgage sector. These

and supportive environment. Your involvement will not

challenges led to a profound realization — the need for

only contribute to your personal and professional

a dynamic network to empower women in our

growth but also play a crucial role in advancing wom-

industry. This realization is the driving force behind

en’s leadership in our industry.

the creation of the Mortgage Women Leadership Council. I believe in the power of collective support,

Thank you for considering this invitation to join the Mortgage

and I am excited about the opportunity to share and

Women Leadership Council. For further inquiries about the

benefit from each other’s experiences.

council and details on how to join, please contact Beverly Bolnick at bbolnick@ambizmedia.com. Let’s work together to

Our mission is clear: to promote and empower wom-

advance women’s leadership in the mortgage industry —

en’s leadership in the mortgage sector. The council

because collective action brings about meaningful change.

aims to create a supportive environment for profes-

Kelly Hendricks Managing Editor, Mortgage Women Magazine

Our voices As a valued member, enjoy these benefits

Access to a Powerful Platform: Amplify your voice and influence through Mortgage Women Magazine, exclusive sponsored programs, email newsletters, and impactful events. Editorial Opportunities: Showcase your expertise and insights through editorial features in Mortgage Women Magazine, gaining visibility and recognition among industry peers. Awards and Recognition: Receive well-deserved recognition through our award programs, celebrating your achievements and contributions to the mortgage industry. Community Support: Become part of a dedicated community committed to celebrating and driving meaningful progress in the mortgage sector. Connect with likeminded women leaders, share experiences, and foster collaborative initiatives. Mortgage Women Magazine: Enjoy your complimentary digital subscription to Mortgage Women Magazine, the premier publication for women in mortgage. Read advice, learn about industry updates, and take in the inspiring stories of your peers.

Become a member today. Join us and be a driving force in creating a more inclusive and thriving mortgage industry. Together, as a united community, we believe we can make real change.

Enjoy 1 year of your individual membership free! Use code MWM25 5

mortgagewomen.com mwlcouncil.com

Supporting the women who rise above.

Thank you to these sponsors of the Mortgage Women Leadership Council.

J O I N N OW

Find your community. Become a member of the Mortgage Women Leadership Council today. mortgagewomen.com/join ENJOY ONE YEAR FREE WITH OUR CODE MWM25

Mortgage Women Magazine 2025 Issue 4