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 TO SPEAK

NO PERMISSION REQUIRED

WHY YOUR PERSPECTIVE IS ONE OF YOUR GREATEST LEADERSHIP ASSETS

THE NEXT GENERATION OF WOMEN LEADERS MUST STOP ASKING FOR A SEAT AND START OWNING IT

HOME, HER WAY

STAR POWER MEET THE WOMEN LEADING MORTGAGE FORWARD WITH VISION, INFLUENCE, AND PURPOSE

THE RISE OF SINGLE WOMEN IS RESHAPING WHO BUYS HOMES — AND HOW LENDERS SHOULD RESPOND

The Language Of Home Raised by deaf parents, Margie Hennessey has turned a lifetime of advocacy into a mission to make mortgage lending more inclusive 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 3 , 2 0 2 6

IM P O RTAN T U PDAT E !

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LET TER FROM THE EDITOR

ISSUE 3, 2026

Shine On Celebrating the leaders, mentors, and innovators lighting the way forward

s you turn the pages of this issue of Mortgage Women, you will find stories that reflect the leadership, innovation, and dedication shaping the future of our industry. From our cover story featuring Margie Hennessey and her commitment to expanding access to homeownership, to the growing influence of single women homebuyers, emerging women leaders, and the trailblazers redefining housing finance, each feature celebrates the individuals who are making a meaningful impact every day.

ideas, elevate diverse perspectives, and work

One of the greatest strengths of our industry has

inspire our industry and reinforce the importance

always been the people who lead with purpose.

of supporting and empowering one another as we

Throughout this issue, you will meet professionals

move forward together.

who

are

challenging

convention,

creating

opportunities, mentoring the next generation, and demonstrating that authentic leadership is built on service, collaboration, and a commitment to helping others succeed. Their stories remind us that progress happens when we embrace new

together to make homeownership more accessible for the families and communities we serve. This issue also provides an opportunity to celebrate the outstanding recipients of the 2026 Mortgage Star Awards, recognized this past July at the Mortgage Star Conference in New Orleans. These exceptional women exemplify the very best of our profession through their leadership, innovation, resilience, and unwavering commitment to excellence. Their accomplishments continue to

Thank you for being part of the Mortgage Women community. I hope the stories shared in these pages encourage you to lead boldly, invest in others, and continue making a lasting difference within our industry. Together, we are building a stronger, more inclusive future for housing finance.

Kelly Hendricks Managing Editor, Mortgage Women Magazine

ISSUE 3, 2026

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

KELLY HENDRICKS MANAGING EDITOR

JENNIFER RIDGEWAY

ACCOUNTING MANAGER

NICK BONADIES

SENIOR VICE PRESIDENT OF SALES

KRISTIE WOODS-LINDIG CLIENT EXPERIENCE LEADER

EMMA WALSH

MEDIA DIRECTOR

CZARINNA ANDRES MANAGING EDITOR

KATIE JENSEN

ASSOCIATE EDITOR

TINA ASHER, SLOAN BREWSTER, TAI CHRISTENSEN, JACQUELINE 'JAX' CRIDER, DANA GEORGIOU, SHELLY GRIFFIN, CONY KRAUSE, JENNIFER MANNION CONTRIBUTING WRITERS

TIMOTHY BURT

MARKETING DIRECTOR

MEGHAN GOLDEN

MARKETING SUPERVISOR

KATHERINE SALA

MARKETING MANAGER

NAVINDRA PERSAUD EVENTS DIRECTOR

COURTNEY VALVO

EVENTS COORDINATOR

MELISSA PIANIN VP OF EVENTS

JULIE CARMICHAEL PROJECT MANAGER

STACY MURRAY, CHRISTOPHER WALLACE

GRAPHIC DESIGN MANAGERS

MATTHEW MULLINS MULTIMEDIA SPECIALIST

COVER STO RY

40 Speaking Home Margie Hennessey is breaking communication barriers and making homeownership more accessible for the Deaf community. BY SLOAN BREWSTER

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

CONTENTS

Take Your Seat

Lead To Win

Take The Floor

Women don't need permission to lead — they've already earned their place at the table.

Three mortgage leaders turned expertise, usefulness, and trust into their greatest brand assets.

Five ways women can build confidence, presence, and influence in the room.

She's Buying

Beyond The First Page

Learning Leads

Single women — and other underserved homebuyers — are reshaping the future of mortgage.

In the age of AI search, visibility belongs to mortgage professionals who build authority.

Education is the foundation for stronger teams, smarter decisions, and mortgage success.

14 Trust Architects The future belongs to leaders who build confidence before they build business.

2 0 2 6

MortgageStar A WA R D S

47 Leading Lights Honoring the women whose leadership is illuminating the future of mortgage.

ISSUE 3, 2026

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

A bold truth about women in mortgage leadership BY DANA GEORGIOU, SPECIAL TO MORTGAGE WOMEN MAGAZINE

he seat at the table that women in mort-

I started Lending Luminary because I genuinely believe that

gage have been fighting for? We need to

technology must amplify humanity, not replace it, and I

stop fighting for it and start owning it.

have carried that into my executive leadership position at

Fully. Unapologetically. With everything

Dunmor. Leaders who embrace vulnerability are not expos-

we’ve got. You earned it. Now sit down,

ing weakness. They are demonstrating the very thing that

take up space, and lead like you actually

builds teams, closes deals, and retains talent in a market that

believe that.

punishes the transactional and rewards the relational.

I’ve spent nearly four decades in this industry. Retail. Whole-

When I sat down with Steve Scanlon on the Rewire podcast

sale. Conventional. Sub-Prime. Private lending. I’ve led sales,

a couple of years ago, I said something I want to say louder

marketing, and operation teams, built growth models from

now: there is no ego when your only desire is to help some-

scratch, and operated across every channel and product

one. That is not a soft leadership principle. That is a com-

this business has. And the most dangerous thing I see right

petitive advantage. And women, by and large, lead that way

now is not competition, rate volatility, or margin compres-

more naturally than we are given credit for.

sion. It’s women who finally made it to the executive seat but spend half their energy apologizing for being there.

The mortgage industry has a relationship problem. Borrowers do not trust us the way they used to. Brokers shop on

I say that with love and full accountability, because I have

rate because nobody built anything deeper. Loan officers

been the woman who earned the seat and then spent the

churn because leaders forgot that people stay for humans,

first few months at that table making myself smaller than

not for comp plans. The qualities that have historically been

the room required.

dismissed as “too soft” for the C-suite are precisely what

That ends here. I can tell you this with absolute certainty:

this industry needs most right now.

the industry does not have a woman problem. We have a

Grit, grind, and grace are not just buzzwords I throw around.

permission problem. Women keep asking for permission

It is a mantra that has followed me through every chapter of

that was never needed to be asked for in the first place.

this career. Grit is showing up when the market is upside

Vulnerability Is Not a Weakness. It Is the Whole Point.

down and doing it anyway. Grind is the unsexy, unglamorous, day-in and day-out execution that separates the wom-

Here is the thing about the executive seat that nobody tells

en who talk about leadership from the ones who actually

you before you get there. The work is not harder from here.

lead. And Grace? Grace is the part we undervalue most. It

The loneliness is. You are expected to have all the answers,

is the capacity to lead with dignity when you are getting it

project certainty at every turn, and never let them see you

from every direction. To give credit generously. To take ac-

sweat. That model was built by men, for men, and it is quiet-

countability without crumbling. To make hard calls and still

ly failing the entire industry.

sleep at night.

ISSUE 3, 2026

There is no ego when your only desire is to help someone. That is not a soft leadership principle. That is a competitive advantage. And women, by and large, lead that way more naturally than we are given credit for.

Women in the executive seat are not missing any of those

something worth hearing. The women in this industry who

three things. What we are missing is the belief that all three

refuse to settle are not anomalies. We are the blueprint.

are allowed to coexist in one leader. We have been told to pick: be soft or be strong. Be collaborative or decisive. Be authentic or professional. That is a false choice, and I am done with it.

WHAT EMPOWERMENT ACTUALLY LOOKS LIKE FROM THIS SEAT

THE NEXT GENERATION IS WATCHING — WHAT ARE WE MODELING?

Real empowerment from the executive seat looks like this: It

I am a financial literacy advocate, so much so, I co-authored

are the only woman in the room and they did not notice. It is

a book about it and I will tell you something uncomfortable.

setting strategy based on your conviction, not on consensus

We are failing the next generation by teaching them that

that dilutes the idea into something unrecognizable. It is be-

homeownership is a distant dream instead of a foundational

ing willing to be the loudest voice in the room for something

goal. We are failing young women in this industry by model-

you believe in, even when the room pushes back.

ing survival instead of sovereignty.

is pulling up the woman behind you before she even asks. It may be declining the meeting, the offer to speak where you

It is also knowing when to be quiet. When to listen. When

If you have made it to the executive seat, you are not done.

the best thing you can offer is not your answer but your full,

You are just getting started. Because the women coming up

undivided presence.

behind you are not just watching your title. They watch how you carry yourself in the hard rooms. They are watching whether you give the credit or hoard it. They are watching whether you sponsor or just mentor. They are watching whether you are honest about your failures or perform your

That is not soft leadership. That is exceptional leadership. And this industry needs more of it, from every woman who finally took the seat she earned. Stop asking. Start leading. I see you.

way through them. After decades in the mortgage industry, I have finally accu-

Dana Georgiou, CPLA, CFM, is the Chief Revenue Officer at

mulated enough grit, grind, and grace (and boldness) to say

Dunmor and the former Founding Luminist of Lending Luminary.

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

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Single w buyin th 10

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

She oesn’t Need A Signer ymore

women are now ng more homes han single men

BY TAI PHERRIBO CHRISTENSEN, SPECIAL TO MORTGAGE WOMEN MAGAZINE

here is a quiet revolution happening in the American housing market, and almost nobody is giving it the attention it deserves. Leading the charge is a single woman who walks through the front door of her own home, kicks off her heels, and dances to the radio while making dinner.

She stopped waiting to be saved. She saved herself. Single women made up a quarter of all first-time buyers in 2025. This is no footnote or a niche segment. One quarter. Since NAR first began tracking homebuyer demographics in 1981, single women have held the position of second largest homebuying demographic, trailing only married couples. But today, single women buy two and a half times as many homes as single men. Is this a trend? No. It’s a major market shift. And if you are a loan officer who is not actively building relationships with this demographic, you are leaving significant volume on the table.

WHO SHE IS AND WHAT SHE IS CARRYING It was not until 1974 that women were legally allowed to obtain a mortgage without a co-signer in the United States. Let that marinate for a moment. The women buying homes today — building wealth, raising children, choosing stability over uncertainty — are doing so within living memory of a system that required a man’s signature to let them turn the key. Looking at data from 2007 to today, single women first-time homebuyers are now reporting higher incomes than their single

ISSUE 3, 2026

landscape, there’s another reali-

She stopped waiting to be saved. She saved herself.

ty the mortgage industry can no longer afford to overlook: LGBTQ+ Americans remain dramatically underserved, with homeownership rates trailing their straight, cisgender peers by nearly 20 percentage points. Behind that gap are real people — individuals and families who have too often been excluded from conversations about stability, wealth-building, and what “home” is supposed to mean. For transgender individuals specifically, that number

male counterparts for the first time. Women now own more homes than men in 31 major

sits at just 48%, compared to 71% for straight, cisgender people.

U.S. metropolitan areas. Single women are

The LGBTQ+ population brings more than $1.4

more likely than single men to cut non-essen-

trillion in spending power to the table. This is

tial spending, cancel vacations, and take on ex-

a growing, financially capable segment of the

tra work to save for a down payment. They are

population that is being locked out of home-

not waiting to be invited into homeownership. They are sacrificing to get there. Racial inequities add another significant layer. Ten-year averages show that white women account for 84% of single female homebuyer purchases, compared to 7% for Black women, 6% for Hispanic and Latina women, and 3% for Asian and Pacific Islander women. The overall growth story is real, however, it is not reaching every woman equally, and that gap deserves its own honest conversation.

THE LGBTQ+ HOMEOWNERSHIP GAP — A MARKET HIDING IN PLAIN SIGHT At the same time single women are reshaping the homeownership

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

A borrower who does not feel safe walking through your door is a borrower who does not walk through your door.

ownership at disproportionate rates. And not

the spending power, the desire, and in many

because of lack of desire or financial capability,

cases the credit profile to do the same. What

but because of compounding barriers that our

both groups need from this industry is not

industry has been slow to address.

charity, but clear communication. Cultural-

Research from Iowa State University found that mortgage loan approval rates for samesex couples were 3–8% lower than for heterosexual couples. And when approved, they paid more in interest and financing fees, despite evidence that their loans actually perform better.

ly competent outreach, products designed for the realities of single-income households, and loan officers who understand that the fastest-growing segments of the homebuying market do not always look like the buyers we were trained to serve.

Meanwhile, 67% of LGBTQ+ people surveyed have hidden, considered hiding, or were pressured to hide their identity while navigating the housing market, not by preference, but out of fear of what being visible might cost them. That fear has a direct impact on origination volume. A borrower who does not feel safe walking through your door is a borrower who does not walk through your door.

WHAT THIS MEANS FOR OUR INDUSTRY I have spent more than two decades

What both groups need from this industry is not charity, but clear communication.

working to expand access to homeownership for communities that have historically been excluded from the conversation. What the data on single women and LGBTQ+ homebuyers tells me is that the market opportunity is enormous and that the barriers standing between these borrowers and a closed loan are not primarily financial. They are structural, cultural, and in some cases, they are being actively reinforced

The mortgage industry is navigating real headwinds right now. Every qualified borrower matters. The question is whether we are paying attention to where those borrowers actually are or are we still waiting for them to find us. She is not waiting. She never was.

by policy. Single women are already showing up. They

Tai Christensen is the founder and president of

are making sacrifices, doing the work, and

Origin & Oak Creative.

closing loans. The LGBTQ+ community has

ISSUE 3, 2026

Visibility Is Not Authority

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

Why women in mortgage are built to become trust architects BY JACQUELINE 'JAX' CRIDER, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

he mortgage industry has become very

The reality is that the mortgage industry is producing more

good at being visible.

content than ever before. Every day, borrowers scroll through

We post. We email. We text. We automate. We create reels, newsletters, market up-

market updates, homebuying tips, rate commentary, credit advice, and mortgage myths.

dates, buyer tips, referral partner campaigns,

Yet many still feel overwhelmed, confused, and uncertain

and follow-up sequences.

about what to do next. Why? Because information alone

And yet, many professionals are still asking the same question: Why isn’t this creating more trust? Because visibility and authority are not the same thing. Visibility gets attention. Authority earns belief. And in today’s mortgage market, belief may be the most valuable currency we have. Here is the part I believe women in mortgage need to hear: We are already uniquely equipped for this next era. Not because we need to become louder. Not because we need to work harder. Not because we need to post more often. But because many of us naturally lead through relationship, curiosity, communication, empathy, and holistic problem-solving.

does not create trust. People don’t just need more content. They need clarity. They need interpretation. They need someone who can help them understand what all of that information actually means for their unique situation. A market update is not thought leadership simply because it was posted online.A mortgage tip is not authority simply because it was shared consistently. In a world overflowing with information, the professionals who stand out are not the ones saying more. They are the ones helping people understand more.

Those are not secondary skills. They are trust-building skills.

WHY WOMEN ARE BUILT FOR THE TRUST ECONOMY

And as technology continues to transform our industry,

One of the greatest strengths women bring to this industry

trust is becoming the ultimate differentiator.

is something we often undervalue ourselves. We are natu-

THE VISIBILITY TRAP

rally relational. We tend to look beyond the transaction and see the human

For years, mortgage professionals have been told that suc-

being inside it. We ask questions. We gather context. We

cess comes from staying visible.

consider the bigger picture.

Post more. Email more. Follow up more. Stay top of mind.

Not just, “Can this borrower qualify?” But: “Is this the right

Build your brand. Create content.

solution for them?” “What are they trying to accomplish?”

And while visibility absolutely matters, many of us have unknowingly fallen into a trap: We have mistaken activity for authority.

“What concerns haven’t they voiced yet?” “What does success actually look like for this family?” Many women instinctively look at the mortgage process ho-

ISSUE 3, 2026

listically. We see the numbers, but we also see the emotions. We see the loan, but we also see the life attached to it. We recognize that buying a home is rarely just a financial decision. It’s often tied to security, identity, family, dreams, fears, and long-term goals. That ability to connect the dots is not soft. It’s strategic. I call it relational intelligence. Relational intelligence is the ability to understand not just the transaction, but the human being inside the transaction. And in today’s market, relational intelligence may be one of the most powerful competitive advantages a mortgage professional can possess.

Visibility gets attention. Authority earns belief.

The challenge is that many women have been conditioned to minimize these strengths. We question whether our perspective is valuable enough. We hesitate to share our opinions. We soften our expertise. We wait until we feel completely ready before putting our voice out into the world. Meanwhile, people who know less, care less, and have less

The good news? This is not about becoming someone you’re not. It’s about becoming more of who you already are.

experience confidently share their opinions every single day.

THE TRUST ARCHITECTURE FRAMEWORK

The future of mortgage leadership will not be built by wom-

1. Voice: Trust What You See

en editing themselves out of their own authority. It will be built by women who finally recognize that their perspective is not a liability. It’s an asset.

THE RISE OF THE TRUST ARCHITECT The next generation of mortgage leaders will not simply be loan officers, branch managers, processors, marketers,

Authority begins with perspective. What do you believe that others in the industry overlook? What do you wish more borrowers understood? What misconceptions do you constantly find yourself correcting? What have years of experience taught you that a Google search never could?

or business owners. They will become what I call Trust Ar-

Your voice is not your tone. Your voice is your viewpoint.

chitects.

And your viewpoint is one of the most valuable assets you have.

A Trust Architect intentionally designs how people experi-

2. Visibility: Show Up With Purpose

ence her expertise.

Visibility still matters. But visibility without purpose creates

She doesn’t just answer questions. She creates confidence.

noise. The goal is not to be everywhere. The goal is to be

She doesn’t just explain loan options. She helps people un-

known for something meaningful.

derstand what those options mean for their future.

The women who build authority are not necessarily posting

She doesn’t just stay visible. She becomes memorable. She

the most. They are communicating consistently around a

builds trust before someone ever needs a mortgage.

clear message and a clear mission.

And that trust compounds over time.

3. Value: Translate, Don’t Just Inform

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

Borrowers already have access to information. What they need is interpretation. What changed? Why does it matter? What should they consider? What mistakes should they avoid? What opportunities are they missing?

People don’t just need more content. They need clarity. They need interpretation.

The ability to simplify complexity is one of the highest-value skills in our industry. 4. Verification: Make Invisible Value Visible Many women assume that if they do exceptional work, people will naturally recognize it. Unfortunately, that isn’t always true. Some of the most valuable work in mortgage happens behind the scenes. The calming conversation. The extra question. The proactive problem-solving. The issue prevented before it became a crisis. The education that helped a client make a confident decision. The trust-building work that never appears on a production report. Authority grows when we learn how to make that invisible value visible. 5. Velocity: Amplify Your Wisdom This is where AI enters the conversation. And it may be one

ISSUE 3, 2026

of the greatest opportunities women in mortgage have ever

Relational intelligence is the ability to understand not just the transaction, but the human being inside the transaction. 18

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

been given. For years, many talented women struggled with visibility because there simply weren’t enough hours in the day. Between clients, teams, families, operations, and leadership responsibilities, creating consistent content often felt impossible. AI changes that. Not because it replaces expertise. Because it amplifies it. AI can help us organize ideas faster. Expand half-formed thoughts into complete articles. Repurpose a podcast into social content. Turn a presentation into educational emails. Transform client questions into meaningful thought leadership. Create consistency without requiring us to start from scratch every time. But perhaps most importantly, AI allows women to scale their voice without losing their authenticity. For years, building authority required enormous amounts of time. Today, AI allows us to spend less time staring at a blank page and more time sharing the wisdom we’ve already earned.

Used properly, AI doesn’t replace human connection. It creates more opportunities for it. It doesn’t replace relational intelligence. It helps us scale relational intelligence. It doesn’t replace authority. It amplifies authority. The women who will thrive in the next decade are not the women who allow AI to think for them. They are the women who use AI to help more people benefit from the insights, experience, perspective, and wisdom they already possess.

MY OWN LESSON I learned this firsthand. For years, I helped people one mortgage conversation at a time. And those conversations mattered. But eventually, I realized that if I wanted to create a greater impact, I needed to build more than a transaction-based business. That realization led me to write a book, launch podcasts, create educational resources, build Financial Mastery Simplified, and embrace AI as a tool to organize and amplify ideas that were already living inside my head.

I realized that if I wanted to create a greater impact, I needed to build more than a transactionbased business.

The goal was never simply to become more visible. The goal was to become more useful. More educational. More accessible. More trusted. AI didn’t create my voice. It helped me share it more con-

loudest voices. But because we are often the most trusted.

sistently.

Not because technology is replacing human connection. But

And that’s a distinction I believe more professionals need to understand.

THE OPPORTUNITY IN FRONT OF US Technology will continue to evolve. Consumer expectations will continue to change. AI will continue to reshape how we communicate, market, educate, and serve. But one thing will remain constant: People will always crave trust. They will always seek clarity. They will always want someone who can help them navigate uncertainty with confidence. Women in mortgage are uniquely positioned to lead this

because technology is finally giving us the ability to scale it. So yes, use the tools. Use AI. Build the systems. Create the content. But don’t confuse visibility with authority. The real opportunity is bigger than that. The future belongs to the women who learn to amplify their voice, trust their perspective, and intentionally architect trust at scale. Because the women who do won’t just participate in the next era of mortgage. They’ll lead it.

next chapter. Not because we have all the answers. But because we ask better questions. Not because we are the

Jax Crider is managing partner at PBJ Mortgage LLC.

ISSUE 3, 2026

ASK THE EXPERTS

Leveraging The Brand That Comes Naturally To You

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

The strongest professional brands aren't manufactured — they're built on the qualities you already bring to every interaction

BY SHELLY GRIFFIN, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

joined the mortgage industry 25 years ago, determined to become a top producer. Although this goal was the same as pretty much everyone else’s in the mortgage industry, I knew success lay in finding my own unique path to getting there.

power as my brand’s North Star. My title as a Senior Vice President, Client Development makes me sound like a salesperson. While business development is always the objective and measure of my work, my background in mortgage processing and operations makes me a ‘fixer.’ The one clients turn to when they need flexi-

Every day since then, I’ve lived by my own pro-

bility on the underwriting, or their customer is a start-up,

fessional mantra to “be more useful.” More useful than cus-

or the thousands of other tacks under the tires that come

tomers expected, more useful than my boss and colleagues

up during a mortgage engagement. Because my roots are

knew was possible, and more useful than my competition

in operations, not sales, I know exactly when and where the

could ever be.

process can be used to solve problems, not create or add to

What began as a little self-motivational speech became the

them. That’s the true source of my ability to be more useful.

foundation of my professional brand. Strong brands, be they

While being more useful came naturally to me, getting my

for a company or an individual, are based on a key priority or

professional brand out into the marketplace did not. I was

value. “Being more useful” became mine. In brand speak, it’s

very comfortable behind the scenes, leading the way in op-

my positioning as a specialist in Non-QM as well as my com-

erations. But I really had to work on building my brand ex-

petitive differentiator. Most important, it’s my litmus test for

ternally. Once I knew my brand narrative, I came to rely on

the quality of my engagements and work.

these four core practices to make sure all my clients, indus-

I think the reason why I’ve been successful building my pro-

try partners, and colleagues knew it, too:

fessional brand boils down to one simple thing. I picked a

Reinforce your core brand value and differentiator in all

brand value true to who I am. Being more useful isn’t just

your communications including your bio, blogs, pitches,

something that popped into my head. I didn’t wake up one

even your email signature. My LinkedIn profile says I’m a

morning thinking, “I know; I’ll build my reputation on being

top performer in sales (I’ve never wavered from my original

more useful.” Being more useful is innate. It comes naturally

goal) and then immediately backs it up not with how many

to me. I became known for it before I became aware of its

clients and accounts I manage or how many sales roles I’ve

ISSUE 3, 2026

ASK THE EXPERTS

“I think the reason why I’ve been successful building my professional brand boils down to one simple thing. I picked a brand value true to who I am.” > Shelly Griffin

had but with my operational expertise and processing ex-

and continues to set me apart in a crowded industry while

perience.

protecting my relationships from ever-lurking competitors.

Be an educator. I am constantly sharing my role as problem

My narrative about being more useful is how I connect the

solver and ‘Chief Usefulness Officer’ when I sit on commit-

dots between my company’s brand values of innovation and

tees, join panels, speak at conferences, and write content

service and bring them to life using real examples such as

(like this article). And don’t forget your internal audience. I

out-of-the-box product solutions and flexibility. Weaving

am constantly teaching my team how usefulness and pro-

my own usefulness due to my operational expertise into

ductivity are really the same thing.

this narrative during conference presentations, sales Pow-

Create referral triggers that give others a reason to recommend you on your brand strengths. In my case, I’m the one to call when the customer needs a problem solver or is grappling with a peculiar need or situation. Show results and share wins in a way that reinforces what you want your brand to stand for. Everyone loves a good war story and I often begin engagements with a real example of how my team and I delivered above and beyond by putting our collective usefulness to work on a challenging situation. Early on, I realized that clients do not just choose a logo; they choose a company whose priorities and values align with their own. But while marketing or sales may convey those priorities and values, it was up to me to deliver on them once I was in the room. If I didn’t, not only would the company’s reputation suffer, so would mine. Conversely, I also knew upholding my company’s brand values was my path to professional growth. It created an unspoken and unbreakable trust with clients, helped drive more and more referrals,

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

erPoints, and even one-on-one email correspondence with customers creates a powerful alignment between what I stand for and what my company stands for. A brand is a promise. I speak from the heart as well as experience when I say my own core value of being more useful helps me deliver on my company’s brand promise every single day. And that, my friends, is how I became a top producer.

••• PAMELA HAMRICK President, Incenter Diligence Solutions When you’re growing a mortgage firm, experts will tell you to spend more time on your business than in the business. Focusing mainly on strategic and business development initiatives, rather than getting wrapped up in day-to-day processes, will push your company forward over time. But it’s still important not to separate yourself from your people and daily operations. Staying in the center of activi-

ty without micromanaging keeps leaders informed, up-to-

In my current role, I combine that innate commitment to

date, and approachable, and makes them better mentors,

two-way dialogue and knowledge building. On the knowl-

coaches, and advisors.

edge side, I regularly jump in and review loans or portfolios

Over my 30-year career in the mortgage industry, without necessarily realizing it, I’ve built a personal brand based on these qualities. Now they set the tone for my dream job — leading a boutique mortgage diligence business that has grown based on its expertise, personalization, and collaborative client relationships. If clients have questions about our recommendations, they can consult with anyone on our front lines. That includes me, and I embrace their emails and calls.

COMBINING EXPERTISE AND COLLABORATION This natural “brand development”, or really just being who I am, started when I was an entry-level employee. With mentors’ help, I soaked up information on every possible function, including processing, underwriting, compliance, and disclosures. Eventually, I attained senior-level operations roles for major mortgage firms. There, as I do now, I committed to understanding every process layer or nuance that could be important to our company or clients. We are only as good as our level of knowledge, and I take that very seriously. Give and take has always been part of my personal brand equation, too. It’s not just how I am at work; it’s the way I “do life.” When my two daughters were growing up, my husband and I never used the phrase “because I said so,” even when it was tempting! We knew that consistency and setting limits were critical, but we worried that an authoritarian style would backfire. Instead, without negotiating or waffling, we spent time explaining the why behind the rules in ways that our daughters could appreciate. We believe that helped us forge our close relationships with each child.

myself. I handle client projects from beginning to end, and monitor what happens afterwards. Not only does this help me advise clients with confidence; it also empowers me to grow my team’s skills. I can’t support them unless I’m fully immersed in the daily production flow. Our conversations are multi-directional and mutually respectful as we share obstacles, problem-solving ideas, and successes. Many times, our team cannot clear a loan based on the documentation from a client or a seller, and we are forced to impose conditions on it. In those situations, we have a rule that we will speak internally before notifying our client. Often, because I’m involved, I can see both sides of an issue and guide our team to look at it a little differently. If we continue to agree that a particular condition is justified, I can help our client understand how our firm came to that conclusion. If they disagree and prefer to make exceptions, they still know that our desire to protect their interests always informs our work. And they understand that, although we will give our very best effort to every engagement, we will fully respect their final decisions.

PUTTING TEAM MEMBERS FIRST Although this way of working is part of my personal DNA and our business’s persona, our company’s success is about our team, not me. My job is to support and teach them, and provide them with a bright future. Hopefully, each of them will love what they do and feel that they are not only giving, but getting something back every day. When I feel our team’s and clients’ satisfaction, working

“It’s still important not to separate yourself from your people and daily operations.” > Pamela Hamrick

ISSUE 3, 2026

ASK THE EXPERTS both on and in the business is a true pleasure.

the sake of visibility or posting content to get “clicks.” It is

•••

created when people begin to associate your name with

JENNIFER MCGUINNESSLUBBERT CEO, Pivot Financial When I first started working in this industry, I really didn’t focus on building a personal brand. As a matter of fact, my preference was to just do the work. I really wasn’t into the idea of being optic. I learned rather quickly that this is not how this industry works, if your goal is a long-term career and you want to move up and into executive level roles. This business is built primarily on relationships and the rest follows.

a certain level of insight, preparation, creativity, and follow-through. It is built when someone knows that, if they bring you a difficult problem, you will not offer a “high-level” answer or repeat what everyone else is already saying. You will go deeper and offer a solution that can in fact be executed. Make no mistake; this level of content is harder and more time consuming than just posting for “clicks.” That is what the foundation of my journey is built on. My work has always been rooted in complex areas of housing finance, credit, capital markets, asset management, servicing, securitization, and structured finance. These are industries where broad ideas are important, but details matter just as much, if not more. A strategy can sound compelling in a meeting, but the real question is whether it can work in practice. Can it be structured correctly? Can it be executed? Does it account for risk? Does it align with the market, the borrower, the client, the investor, the regulatory

In my opinion, building a personal brand is often misunderstood as self-promotion. To me, it is something much more substantive. It is the reputation you build through the quality of your thoughts, the consistency of your work, the questions you ask, the ideas you bring forward, and your ability to do what you say you can do.

A strong personal brand is not created by being visible for

environment, and the long-term objective?

THOUGHT LEADERSHIP THAT ADDS VALUE This is where thought leadership becomes meaningful. Thought leadership is not simply having an opinion. It is

“[A personal brand] is the reputation you build through the quality of your thoughts, the consistency of your work, the questions you ask, the ideas you bring forward, and your ability to do what you say you can do.” > Jennifer McGuinness-Lubbert

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

having an informed perspective that adds something useful

They remember whether you were prepared. They remem-

to the conversation. It requires research, pattern recogni-

ber whether your analysis held up. They remember wheth-

tion, curiosity, and the willingness to question assumptions.

er you understood the details, anticipated the challenges,

It means reading beyond the headline, understanding the

and followed through when it mattered. Over time, that be-

source material, and considering what a market shift, policy

comes your reputation.

change, transaction structure, or new business strategy actually means in the real world.

FROM IDEAS TO OUTCOMES

In most cases, the valuable work happens before any public

Organizations want to work with people who bring more

conversation ever begins. It is in the research. It is in review-

than a title or network. They want people who can see

ing the data, understanding the history, evaluating the me-

around corners, ask the questions others are not asking,

chanics behind a transaction, and looking closely at what is

and turn complex information into a clear point of view.

changing beneath the surface. It is in recognizing that two is-

They want thought leaders who are willing to do the re-

sues that appear unrelated may actually be connected. It is in

search, understand the details, challenge conventional

identifying where the friction is, where the risk may emerge,

thinking, and bring forward ideas that are both creative

or where the opportunity has not yet been fully understood.

and executable.

That is the kind of value I work to bring. To communicate those

The reason organizations want to work with people like

insights in a way that helps people make better decisions.

me is not because we are the loudest voice in the room.

Creativity is also an important part of that process. In financial services, creativity is often misunderstood. It is not about being “flashy” or trying to make something sound different. It is about being able to see another path when the obvious

It is because we bring perspective, credibility, and follow-through. We can help shape the conversation, create clarity where there is uncertainty, and turn ideas into real outcomes.

one is not working. It is asking whether a process can be

A personal brand can also help elevate the organization

improved, whether a product can be structured differently,

around it and vice versa. When people trust your insight, they

whether a risk can be addressed in a more thoughtful way,

pay attention to the platform you represent. If the platform

or whether a market challenge can become an opportunity.

you represent is well respected, this can also open doors for

The best solutions are rarely created by ignoring complexity. They are created by understanding complexity well enough to simplify it for others.

you. When they believe in your and/or your organization’s judgment and your ability to execute, that confidence extends beyond the individual relationship. Your reputation, and that of the company, can create opportunities, build credibility,

That requires a balance between strategy and execution. It

and strengthen relationships. Leveraging this combination

is not enough to identify an issue or offer an interesting per-

can help both stand out in a crowded market.

spective. The real work is being able to turn that perspective into something practical. That may mean a stronger transaction structure, a better risk framework, a more efficient process, a clearer market strategy, a new product concept, or a solution to a problem that has been unresolved for too long. All of this goes hand in hand, generally, with the orga-

For me, personal branding is ultimately about trust. It is about being known for doing the work, knowing the details, thinking creatively. It is about being someone people call when the answer is not obvious, the stakes are high, or the path forward needs to be built—not simply found.

nization that you represent and whether it’s emerging or es-

That is the kind of brand I continue to build and that is what

tablished. That may or may not impact the delivery of your

our organization is built upon.

message and how the industry responds to it. People remember whether you deliver; they also remem-

Shelly Griffin is Senior Vice President, Client Development,

ber when you don’t.

Deephaven Mortgage.

ISSUE 3, 2026

m o r F rch s a e S king n a R AI s o r T we s n A es of

l u r d w n e a r n e h T tgage b r o m reness awa

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

BY JENNIFER MANNION, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

or years, mort-

The answer lies in understanding how

In many cases, users receive the an-

gage

companies

AI search is reshaping brand awareness

swer they need without visiting mul-

have focused on

and why visibility in AI-generated an-

tiple websites.

a familiar digital

swers is becoming just as important as

marketing objec-

visibility in traditional search results.

tive: ranking on the first page of

search results.

The strategy was straightforward. If a consumer searched for “mortgage

This changes the role of digital marketing. Mortgage companies are no

More importantly, AI isn’t changing

longer competing solely for rankings.

the importance of brand awareness.

They are competing to become trust-

It’s exposing who already has it.

ed sources of information that influ-

The lenders and loan officers who

ence the answers consumers see.

have spent years educating consum-

Think about the typical homebuying

ers, building trust, publishing con-

journey. Before speaking with a loan

tent, earning reviews, and establish-

officer, borrowers often spend weeks

ing credibility are creating the very

or months researching online. They

signals AI platforms increasingly rely

want

upon when surfacing information.

credit requirements, down payment

Today, however, the way consumers

Those who have relied solely on rank-

options, interest rates, and market

find information is changing.

ings, advertising, or referral relation-

conditions. Increasingly, those ques-

ships may find themselves less visible

tions are being asked in AI-powered

in this new environment.

environments.

THE SHIFT FROM SEARCH RANKINGS TO AI VISIBILITY

The companies that consistently pro-

to get direct answers to their ques-

Traditional SEO was largely about

sation.

tions. Rather than entering a few key-

earning clicks. AI search is about earn-

words, they are asking detailed, con-

ing inclusion.

lender near me” or “how much house can I afford,” appearing prominently in search results increased the likelihood of a website visit, a lead, and ultimately a closed loan.

Instead of scrolling through pages of search results, many consumers are turning to AI-powered platforms such as ChatGPT, Google AI Overviews, Perplexity, and other emerging tools

versational questions and receiving summarized responses in seconds.

vide helpful, educational content are more likely to be part of that conver-

In other words, visibility is no longer just about where you rank. It’s about whether your expertise contributes to the answers consumers trust.

ates a new challenge, and a new op-

much money should I save before ap-

portunity.

plying for a mortgage?” the platform

your website?

affordability,

an AI platform, “What should I know before buying my first home?” or “How

sumers may never click through to

understand

When a prospective homebuyer asks

For mortgage lenders, this shift cre-

How do you remain visible when con-

generates a response based on information it determines to be credible, relevant, and helpful.

WHAT CONTENT EARNS VISIBILITY IN AI SEARCH? One of the biggest misconceptions about AI search is that it rewards the same content strategies that worked

ISSUE 3, 2026

a decade ago. AI systems are not looking for the company with the most promotional messaging. They are looking for information that helps answer real questions. This creates a significant opportunity for mortgage professionals. Consumers rarely ask: Which lender has the best marketing? Which company has the biggest advertising budget?

Educational resources often perform particularly well because they address borrower concerns directly. Examples include:

reputation. Mortgage companies often think of brand awareness as name recognition. While recognition remains import-

• First-time homebuyer guides

ant, AI search is rewarding something

• Affordability calculators

deeper.

• Articles explaining loan options • Market updates and forecasts • Homeownership education content • Step-by-step

mortgage

process

guides • Mortgage FAQs The common thread is usefulness.

It is rewarding brands that consistently demonstrate expertise. Authority is built through multiple signals, including: • High-quality educational content • Positive customer reviews

In other words, visibility is no longer just about where you rank. It’s about whether your expertise contributes to the answers consumers trust. Instead, they ask: • How much down payment do I need? • What credit score is required to buy a home? • Is it better to buy now or wait? • What happens after I get pre-approved?

Content designed to educate and in-

• Thought leadership

form is more likely to build trust than

• Accurate business information

content designed solely to sell.

• Industry expertise

WHY BRAND AUTHORITY MATTERS MORE THAN EVER

• Community involvement • Consistent online presence The more evidence available that a

The rise of AI search is placing great-

company is knowledgeable and trust-

er emphasis on something marketers

worthy, the stronger its overall digital

have discussed for years: authority.

footprint becomes.

The lenders creating content around

Brand authority is the cumulative

This matters because AI systems

these questions are building visibility

trust a company earns through ex-

evaluate information from numerous

where consumer decisions begin.

pertise, credibility, consistency, and

sources when determining what in-

• How much house can I realistically afford?

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

formation to surface. A lender that consistently publishes useful content, receives positive customer feedback, and demonstrates expertise across multiple channels is creating signals that support longterm visibility. Brand awareness and brand authority are becoming increasingly interconnected.

people, not logos. Online reviews mention

individual

experiences.

Social media content is tied to personalities. Increasingly, AI search is surfacing expertise from individuals alongside information from companies. The reality is that every loan officer already has a personal brand. The question is whether they are intentionally building it.

Consumers may not remember every article they read, but they often remember the organizations that helped

Those who are not creating visibility risk becoming increasingly difficult to find in a marketplace where consum-

Examples include: • Publishing

educational

content • Creating short-form mortgage education videos • Sharing market updates and local housing insights • Participating in community organizations and events • Contributing articles and thought leadership content • Maintaining a strong review presence online In an AI-driven search environment,

While mortgage companies are investing in brand awareness, individual loan officers should recognize that they are brands as well. them understand a complex process.

PERSONAL BRAND IS NO LONGER OPTIONAL FOR LOAN OFFICERS While mortgage companies are investing in brand awareness, individual loan officers should recognize that they are brands as well.

ers research online long before they

expertise becomes a visibility asset.

speak with a lender.

The professionals who consistent-

This does not mean every loan officer needs to become an influencer. It means becoming discoverable as a trusted source of mortgage knowledge. Loan Officers who consistently share educational content, answer common borrower questions, provide lo-

In many cases, consumers develop

cal market insights, and engage with

trust in a loan officer before they

their communities are creating a digi-

develop trust in the company behind

tal footprint that reinforces credibility

them. Referral partners recommend

and trust.

ly demonstrate knowledge are more likely to influence the information consumers encounter during their research journey. The industry has long said that people do business with people they know, like, and trust. AI search does not change that principle — it amplifies it. The loan officers who are visible, credible, and consistently helpful are positioning themselves to earn trust before the first conver-

ISSUE 3, 2026

THE FUTURE OF MORTGAGE BRAND AWARENESS

A REAL-WORLD EXAMPLE

FIVE WAYS MORTGAGE COMPANIES CAN IMPROVE AI VISIBILITY TODAY

Consider a first-time homebuyer relo-

While AI search continues to evolve,

tance of brand awareness. It’s expos-

cating to a new city.

several strategies are already proving

ing who already has it.

sation ever takes place.

A few years ago, they might have

effective.

AI search isn’t changing the impor-

The lenders and loan officers who have

searched “best mortgage lender near

1. Focus on borrower questions, not

invested in education, thought leader-

me” and reviewed a list of websites.

marketing messages.

ship, customer experience, commu-

Build content around the questions

nity involvement, and trust-building

consumers ask throughout the home-

are creating the signals AI platforms

buying journey.

increasingly rely upon.

2. Publish educational content con-

Consumers still want trusted advisors

sistently.

when making one of the largest finan-

Today, they may ask an AI platform: “I’m moving to Richmond and have a 680 credit score. What should I do before applying for a mortgage?”

In an AI-driven search environment, expertise becomes a visibility asset. The response may include guidance

A single article will not establish au-

cial decisions of their lives. What is

about credit preparation, savings

thority. Consistency matters.

changing is how they discover those

goals, pre-approval timelines, and available loan options.

3. Showcase subject matter experts.

advisors.

Highlight loan officers, branch lead-

The organizations that succeed will be

The lenders, loan officers, and organi-

ers, and specialists who can demon-

those that view brand awareness not

zations whose content helps answer

strate expertise and provide insights.

as an advertising campaign, but as a

those questions gain visibility long before the borrower begins comparing rates or submitting applications. This is the new reality of brand awareness.

4. Strengthen your online reputation. Customer reviews and trust signals

long-term investment in expertise, credibility, and visibility.

continue to influence how consumers

Because in a marketplace increasing-

evaluate lenders.

ly driven by answers, the brands that

5. Invest in long-term brand building.

educate will be the brands that are remembered and recommended.

Consumers are forming impressions

The companies that consistently ed-

and building trust during the research

ucate, inform, and provide value are

phase, often before they ever visit a

building assets that extend beyond

Jennifer

website or speak with a lender.

search rankings.

Integrated

Mannion

Delmar Mortgage.

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

Marketing

the

Senior

Manager

unlock

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NMLS-Approved Education NMLS Provider #1405088 ISSUE 3, 2026

Finding Your Voice How women can speak up and stand out in meetings

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

BY TINA ASHER, CONTIBUTING WRITER, MORTGAGE WOMEN MAGAZINE

conference

rooms

across the country, talented, capable women are bringing valuable expertise,

strategic

thinking,

and innovative ideas to the table. Yet many still

find themselves hesitating before

improved problem-solving, and more

Speaking up isn’t about being the

innovative outcomes.

loudest person in the room. It’s about

Yet many women wait until their ideas are perfectly formed before speaking. Meanwhile, others may share thoughts more freely, shaping the conversation and influencing decisions in real time.

speaking up in meetings — or worse,

The reality is simple: if your expertise

feeling unheard after they do.

isn’t heard, it can’t have impact.

The challenge isn’t a lack of competence. Women in leadership roles have earned their seats through hard work, expertise, and proven results. The challenge is often navigating workplace dynamics that can make it difficult to confidently contribute, advocate for ideas, and ensure their voices carry the influence they deserve. In the mortgage industry, where relationships, communication, and leadership are essential to success, the ability to speak up effectively is more than a professional skill — it’s a career advantage.

WHY YOUR VOICE MATTERS Every time you share an idea, ask a thoughtful question, or offer a different perspective, you contribute to better decision-making. Diverse viewpoints lead to stronger strategies,

ensuring your knowledge, experience, and perspective are part of the discussion.

FIVE STRATEGIES TO INCREASE YOUR PRESENCE IN MEETINGS 1. Prepare One Key Contribution Before every meeting, identify at least

The reality is simple: if your expertise isn’t heard, it can’t have impact.

one point you want to make. It could be an observation, a question, a recommendation, or a potential solution. Having a planned contribution reduces anxiety and increases confidence. Rather than waiting for the “perfect” moment, you’ll enter the meeting with a clear intention to participate. Ask yourself: • What insight can I offer? • What question needs to be asked? • What value can I add to this discussion? 2. Speak Earlier, Not Later Many women wait for the ideal opening before contributing. Unfortunately, that opportunity often never comes. A simple strategy is to speak within the first ten minutes of the meeting.

ISSUE 3, 2026

Every time you share an idea, ask a thoughtful question, or offer a different perspective, you contribute to better decision-making. Whether you’re sharing an update,

3. Replace Apologies with Authority

While humility is valuable, excessive

asking a question, or agreeing with a

Too often, women unintentionally di-

qualifying language can weaken an

colleague’s point, contributing early

minish their message with phrases

otherwise strong contribution.

establishes your presence and makes

such as:

it easier to participate throughout the remainder of the discussion. Confidence often follows action — not the other way around.

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

• “This may be a silly idea, but … ” • “I could be wrong … ” • “Sorry, just one thought … ”

Instead, try: • “One consideration is … ” • “Based on our data … ” • “I recommend … ”

Having a planned contribution reduces anxiety and increases confidence. Rather than waiting for the “perfect” moment, you’ll enter the meeting with a clear intention to participate. • “What I’m seeing is … ” Small language shifts create a stronger executive presence and reinforce credibility. 4. Advocate for Your Ideas If your idea is overlooked and later repeated by someone else, don’t be discouraged. This happens more often than many people realize. Instead of withdrawing, confidently reconnect yourself to the idea: “Thank you for building on the point I mentioned earlier. I think that approach could help us achieve our goals.” This response is professional, collaborative, and reinforces your contribution without creating tension. 5. Support Other Women’s Voices Empowerment is not a solo endeavor. One of the most effective ways to create inclusive conversations is to actively support other women in meetings. Consider phrases such as: • “I’d like to hear Sarah’s perspective on this.” • “That’s similar to the point Jennifer

raised earlier.”

More women are stepping into exec-

• “Can we circle back to the recom-

utive roles, leading teams, influencing

mendation that was just mentioned?”

strategy, and shaping the future of the

When women amplify one another’s ideas, everyone benefits.

BUILDING CONFIDENCE THROUGH PRACTICE Many people assume confident speakers are simply born that way. In reality, confidence is developed through repetition and experience. Each time you speak up, you strengthen your ability to do it again. Start small. Ask a question. Share an observation. Offer a recommendation. Over time, those moments accumulate into a leadership presence that feels authentic and natural. Remember, confidence is not the absence of nerves. It’s the willingness to contribute despite them.

THE LEADERSHIP OPPORTUNITY

profession. With those opportunities comes the responsibility to use our voices — not only for ourselves, but also for the colleagues and future leaders who are watching. Your perspective matters. Your expertise matters. And the room benefits when you speak. The next time you’re sitting in a meeting and debating whether to share your thought, consider this: someone in that room needs to hear what you have to say. So raise your hand, lean in, and contribute with confidence. You earned your seat at the table. Make sure your voice has a place there too.

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

For women in the mortgage industry, leadership continues to evolve.

ISSUE 3, 2026

Why Education Is The Mortgage Indust Greatest Advantage Learning is a constant ever-evolving necessity in the industry

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

try’s

BY CONY KRAUSE, SPECIAL TO MORTGAGE WOMEN MAGAZINE

didn’t start in Learning & Development. Like many in this industry, I started on the production side — working through loans,

navigating

guide-

lines, and solving problems

in real time. I learned quickly that success in mortgage lending isn’t just about knowing the process. It’s about understanding it deeply enough to adapt when it inevitably changes. And it always does. That experience is what ultimately led me to Learning & Development — because I saw firsthand that the difference between a good team and a great one isn’t just experience. It’s education.

AN INDUSTRY THAT NEVER STANDS STILL In mortgage lending, change isn’t occasional — it’s constant. Interest rates fluctuate. Housing demand shifts. Regulatory expectations evolve. Political priorities redefine the landscape. What worked last year may not work next quarter.

ISSUE 3, 2026

Because learning doesn’t stop after the first 30, 60, or 90 days.

Sales roles and operational roles require different strengths, different decision-making frameworks, and different ways of applying knowledge. • A sales-focused team member needs to simplify complexity, guide borrowers, and build trust through clear communication • A processing or underwriting team member must analyze details, ensure compliance, and make precise, risk-aware decisions Both are critical. But they require tailored learning experi-

And yet, through all of this, we are expected to deliver something remarkably consistent:

ences. The goal isn’t uniformity in training — it’s alignment in outcomes.

Clarity. Confidence.

When each role is supported in a way that reflects how they

Guidance.

work, the entire organization moves more cohesively — and

For our borrowers and clients. That level of consistency isn’t accidental. It’s built intentionally — through structured, ongoing education.

FROM EXPERIENCE TO A FRAMEWORK FOR LEARNING When I transitioned into Learning & Development, I carried that perspective with me. I wasn’t interested in building training that simply transferred information. I wanted to build programs that reflected the real conditions our team members operate in — fastpaced, nuanced, and constantly evolving. That’s what led to the development of structured learning

delivers a more consistent experience to the borrower.

EDUCATION AS A RISK STRATEGY In a highly regulated industry like mortgage lending, the importance of education goes far beyond development — it directly impacts risk. Guidelines change. Regulations evolve. Expectations increase. Without consistent, structured learning, even the most well-intentioned team member can create exposure simply by relying on outdated information or inconsistent practices. Education mitigates that risk. It ensures that updates are not only communicated — but understood, applied, and reinforced.

pathways and a formal Continuing Education (CE) program — one that extends beyond onboarding and supports team members throughout their careers. Because learning doesn’t stop after the first 30, 60, or 90 days. In this industry, it can’t.

ONE SIZE DOES NOT FIT ALL One of the most important lessons along the way has been this: Training should never be one-size-fits-all.

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

The role of internal audit must evolve into a proactive risk function.

And when education is paired with tracking, accountability, and continuous reinforcement, it becomes one of the strongest safeguards an organization can have.

WHERE EDUCATION MEETS EXPERIENCE What I have come to appreciate most is how directly education influences the borrower experience. A mortgage transaction is complex and often emotional. For many borrowers, it represents one of the most significant financial decisions they will ever make.

When done well, education becomes part of the culture. And culture is what sustains performance through change.

FINAL THOUGHT: THE CONSTANT WE CAN CONTROL We cannot control market cycles. We cannot control interest rates. We cannot control regulatory change. But we can control how prepared we are.

When team members are well-trained: • They can explain the process clearly • They can anticipate questions before they arise • They can guide with confidence instead of hesitation And that confidence translates. Beyond technical knowledge, emotional intelligence plays a critical role here. As a leader, it’s something I am constantly working to strengthen — because how we communicate, empathize, and respond matters just as much as what we know.

In an industry defined by change, education is not optional — it is essential.

In fact, one phrase I often share with my team members is: “Get comfortable with being uncomfortable.” Because growth — whether in knowledge, communication, or

My journey from production to Learning & Development re-

leadership — often happens just outside of that comfort zone.

inforced one simple truth:

BUILDING CONSISTENCY IN A CHANGING ENVIRONMENT

In an industry defined by change, education is not optional

At its core, the goal is simple: Create a learning environment where every team member — regardless of role — operates with confidence, clarity, and consistency. That means: • Reinforcing foundational knowledge while continuously introducing updates

— it is essential. It is what allows team members to adapt, organizations to remain resilient, and borrowers to feel confident in moments that matter most. Because in mortgage lending, the environment will always evolve. But the commitment to learning? That should never change.

• Aligning communication, processes, and expectations across roles • Embedding learning into daily operations — not treating it as a separate event

Cony Krause, CMB, CMCP, CRU is a Certified Mortgage Banker and Manager, Learning and Development at Space Coast Credit Union..

ISSUE 3, 2026

Com

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

COVER STO RY

Opening mmunication Margie Hennessey strives to make homeownership more accessible to the Deaf community through direct communication via ASL

BY SLOAN BREWSTER, SPECIAL TO MORTGAGE WOMEN MAGAZINE

argie Hennessey has been a leader in the mortgage industry for 15 years, but her true calling is paving the way to homeownership to members of the Deaf community. Hennessey, vice president of Eastern Region Sales for Waterstone Mortgage in Ashburn, Virginia boasts that mortgage is her third and

favorite career. Raised by deaf parents, she started out as a self-employed American Sign Language interpreter in the District of Columbia Metro area.

ISSUE 3, 2026

She went into interpreting as a means to pay her way through college, but was so enamored with the work she stayed in it for 15 years.

Noting she would “be remiss” if she didn’t point out she has many stories of helping people in the Deaf commu-

After that, she entered management leadership — the

nity, she shared one that took place earlier this month

field she studied in college — taking a role at the Li-

when she was working with a couple with a deaf hus-

brary of Congress representing management in union

band and hearing wife.

negotiations.

Although they had purchased homes prior to working

Eventually, she realized serving as a federal employ-

with Hennessey, this was the first time their lender was

ee wasn’t a good fit and wanted to continue exploring

fluent in sign language.

entrepreneurship. Sign language interpreting had become taxing and caused overuse injuries, so she sought something different. “But I definitely wanted to stay tied with the Deaf community,” she said.

In a remote meeting, they discussed details such as the rate market, world happenings that could impact their rate, and decisions about structuring their loan. At the end of the call, the husband said it was the first time he felt “completely equal,” able to understand and

Believing professions in housing are “people driven” and

involved through “complete communication access to

having a love for problem solving and “the black and

the transaction.” The wife noted she was grateful she

white nature of numbers,” Hennessey became a loan

could participate in the conversation instead of inter-

officer. Since the profession entails working on straight

preting for her husband.

commission, it also sparked her entrepreneurial side.

“I’m a good loan officer, and I do have passion around it,

In addition, she could work with the Deaf community,

but the difference I make is really when I can bring com-

which she said would give her a happy balance.

munication access that people don’t otherwise get,” Hen-

Hennessey has coached deaf and hearing candidates

nessey said. “That’s where I really feel my differentiation.”

on how to overcome hurdles to entering the mortgage

Staying true to her Deaf community roots is important

industry. As the leader of Signing Home Loans, a new

to Hennessey not just because her parents were deaf.

team at Waterstone, she wants to hire deaf and hearing

It’s also about a cultural connection — shared linguistic

individuals and set them up for success.

and cultural experiences.

Getting behind other peoples’ success fills her cup,

“There’s an acronym that’s used, a ‘child of deaf adults’

she said.

and that’s just universally known. When you say that

Over the years, Hennessey has guided many deaf people through the process of buying homes. She has seen men get their first bachelor pad, then marry and step into a larger home for their growing families. “And now, I’m doing loans for their kids,” she said. “There’s nothing greater than that. To me, that’s number one.”

you’re a CODA, that’s what that means. You grew up with deaf parents,” she said. “I’m hearing. I’m communicating like anyone else, but inside, you know, I am … I feel, you know 50–50. I feel deaf. There’s a part of me that feels, you know, that I have deafness in me. And then I have the hearing person.” Hennessey recalled playing the violin as a child and how

The mortgage industry has also been “lifechanging” for

her mother, despite being completely deaf, would at-

Hennessey and her family financially and from a life-

tend recitals, a habit that often confused hearing people.

style perspective, she said. She wants to create similar

opportunities in the Deaf world.

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

“She would attend, as any mother would, and just watch

> PORTRAITS OF MARGIE HENNESSEY'S PARENTS, BOTH OF WHOM WERE DEAF, MAKING MARGIE A CODA, OR ‘CHILD OF DEAF ADULTS.’

“I’m a good loan officer, and I do have passion around it, but the difference I make is really when I can bring communication access that people don’t otherwise get. That’s where I really feel my differentiation.” > Margie Hennessey

ISSUE 3, 2026

me, you know, playing in this dress. She couldn’t hear,”

tions Coordinator, for Waterstone Mortgage in Brook-

Hennessey said. “I’d have mothers coming up to me

field Wisconsin, was researching for a press release

crying and I would feel like, why are you crying, you

announcing Hennessey’s role and her efforts to ex-

know. My mom loves me. She’s here for my school

pand accessible homeownership for the deaf and hard

event. It’s nothing extra special.”

of hearing community, she said. She did an internet

Born in the South in 1970, Hennessey recalled times when she had to assure hearing people that her par-

“We actually could find nothing, like no one

ents, despite being deaf, could drive and were “fine.”

online, except for Margie was the only one

She noted that growing up as a CODA brings a level of responsibility. “From a young age … you’re an interpreter, you’re an advocate,” she said. “You’re a cultural mediator, you know, between two cultures and whether you ask for it or not, you know, this is kind of how life goes.” Since she was growing up, she added, progress has been made and people have a higher awareness of the Deaf community. Hennessey said her parents, who were divorced, were trailblazers and inspirational. Community oriented individuals who served as presidents of state associations of the Deaf, they instilled the importance of giving back. Her mother, Alberta De Lozier Smith, who died in 2019, served as principal of a state school for the deaf and was involved in the Tennessee state legislature helping to improve the lives of deaf people. Similarly, her father, Clyde Smith, who died in 2017, was a teacher in Illinois and “blazed his own paths in horse racing” by working to overcome hurdles preventing him from getting licensed in harness racing. He also became a deaf pilot and was the founding President of the International Deaf Pilots Association. “So I think, genetically, my parents instilled in me that you’re not just part of the community,” Hennessey said. “You have responsibility in this community.” Jenna Connour, Communica-

search looking for others who do the same thing.

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

that came up,” she said. “We knew right away that it was such a unique story.” For 20 years, Hennessey has partnered

with

Real Estate

“From a young age … you’re an interpreter, you’re an advocate. You’re a cultural mediator between two cultures and whether you ask for it or not, this is kind of how life goes.” > Margie Hennessey

Agents Ann Meehan and Elizabeth

team stronger, they said. Deaf clients benefit by being

Kalis-McGuire of The Signing

able to speak directly to Hennessey without an inter-

Group of Compass Real Es-

preter, which paves the way for an understanding of all

tate in Potomac, MD.

the complexities of the financial side of transactions.

Working with Hennessey

saves

time

and

makes t h e

“We were so lucky that we found Margie,” Meehan said. “(Clients) feel more comfortable talking to her, having direct communication.” The women had stories about clients working with Hennessey sans a third party. They said often they work with couples with a hearing and deaf spouse. Hennessey makes it possible for the hearing spouse to step away from the role of interpreter and participate in the dialogue. Buying a home is not a simple thing, Kalis-McGuire noted, describing the myriad complexities from inspections to appraisals to negotiations to financials. Clients need to understand what’s happening through each step and are entitled to equal information without gaps, she said. “They need to know everything about what they are signing and what they’re getting themselves into, so not having direct communication is tough,” she said. Hennessey has even stepped in when clients have been working with other lenders and the deal has fallen apart. “Margie has saved several deals over the years,” Kalis-McGuire said. “Margie was able to step in and save the day.”

ISSUE 3, 2026

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SPECIAL AWARDS SECTION

2 0 2 6

MortgageStar A WA R D S

Written In The Stars The women whose vision, leadership, and influence are shaping mortgage’s future

his year’s Mortgage Star Award recipients exemplify the talent, vision, and leadership driving our industry forward. Through innovation, resilience, mentorship, and an unwavering commitment to their organizations, clients, and communities, they continue to raise the standard for excellence in mortgage. As we honor this exceptional group of women, we celebrate more than their achievements — we recognize the impact they have on the people around them. Their leadership opens doors, their example inspires future generations, and their willingness to support and elevate others is helping build a stronger, more connected mortgage industry.

ISSUE 3, 2026

2026 Mortgage Star Awards

Jill Frondorf SVP, Director of Mortgage Operations Fifth Third Bank Tell us about a specific challenge that became a turning point in your career. What changed for you as a result?

strengthened my purpose — setting an

which partners with new mothers, and

example of independence for my daugh-

Habitat for Humanity Women Build,

ters and committing my energy to work

which supports female-led families

that challenges and fulfills me.

through affordable homeownership in

Becoming a working mother was a defining turning point in my career. Returning to full-time work required sacrifice, but it also

Greater Cincinnati. What’s one underrated skill, habit, or mindset that has played a major role in your success?

I approach every interaction with the belief that all feedback is valuable feedback. I intentionally take on work others may avoid or problems that feel unsolvable. Those spaces offer the greatest opportunities to learn, drive meaningful change, and make the biggest impact. How do you actively support or create opportunities for others — especially women — within your organization or network?

In a relationship-driven business, what’s your approach to building trust and staying top-of-mind with clients and partners? I approach every interaction with the belief that all feedback is valuable feedback. When someone takes the time to share their perspective, it shows engagement and trust — and listening closely allows real progress to happen. What’s one change you’d like to see in the mortgage industry that would make a meaningful difference for women professionals? Maintaining flexible work schedules makes a profound difference for women. Having a supportive manager and flexibility around family needs is what allowed me to stay in the workforce while still being present for the most important moments in my daughters’ lives. Looking back, what’s one piece of advice you would give yourself at the start of your mortgage career?

Supporting women in my

My broader banking experience taught

community is deeply im-

me an important lesson: ask for op-

portant to me. I dedicate

portunities and clearly articulate your

volunteer time to organiza-

interests. Never assume others know

tions like Every Child Succeeds,

what you aspire to pursue. ★

2026 Mortgage Star Awards

Amber Cowan First Vice President of Default Operations Dovenmuehle How do you actively support or create opportunities for others — especially women — within your organization or network? One of my favorite parts of being a

paid leave and childcare benefits. For

companies make that investment, they

many women, the decision whether to

retain talented people and signal that

pursue or remain in a demanding ca-

professional ambition and family are

reer comes down to whether their em-

not at odds. That shift would make a

ployers truly support their lives. When

lasting difference.

leader is the opportunity to provide mentorship. I meet regularly with several of my indirect reports to discuss their goals, work through challenges they’re facing, and offer perspective from my own experience. That oneon-one time is genuinely reciprocal, as I grow and learn through those conversations as well. What’s one change you’d like to see in the mortgage industry that would make a meaningful difference for women professionals? The mortgage industry has come a

For many women, the decision whether to pursue or remain in a demanding career comes down to whether their employers truly support their lives. What does success look like for you in this stage of your career?

long way in recognizing the strength and talent of women in this space.

Since becoming a mother, success

The meaningful growth of women’s

looks different than it once did, and I’m

groups and industry conferences

all the richer for it. On a personal lev-

has brought women together, cre-

el, I feel successful just knowing I can

ated community, and celebrates

provide for my family while thriving

our vital role in the industry.

in an environment that supports me

The next step, in my view, is broader organizational support for working families. I would love to see more companies in the industry invest in

and still allows me the flexibility to be present as a mom. That balance matters deeply to me. Professionally, I find my greatest sense of accomplishment in my team. When I look at the tenure, dedication, and growth of the people around me, that is what success feels like. ★

2026 Mortgage Star Awards

Sue Metzger SVP, Operations Everett Financial DBA Supreme Lending What’s one underrated skill, habit, or mindset that has played a major role in your success? Intellectual curiosity — the discipline

How do you actively support or create opportunities for others — especially women — within your organization or network?

representation. It would strengthen decision-making,

retention,

opera-

tional innovation, and company culture across the industry. Mortgage lending

of always asking why or why not be-

Beyond day-to-day management, I

is fundamentally relationship-driven,

hind every process, guideline, and

try to foster a culture where people

and organizations perform better when

decision. In mortgage operations,

feel supported, respected, and em-

leadership reflects the diversity of the

the people who truly excel aren’t

powered to contribute ideas. Cre-

teams and customers they serve.

just good at executing; they under-

ating an environment where wom-

stand the systems deeply enough to

en can grow professionally, speak

improve them. That mindset has al-

confidently, and pursue leadership

lowed me to lead with credibility and

roles without limitation ultimately

adapt quickly through every market

strengthens the organization and the

cycle and regulatory shift.

industry as a whole. What’s one change you’d like to see in the mortgage industry that would make a meaningful difference for women professionals?

Looking back, what’s one piece of advice you would give yourself at the start of your mortgage career? Stop waiting for permission to lead. The expertise you’re building, the judgment you’re developing, the perspective you bring — those things have value right now, not someday when someone officially hands you a title. Speak up in meetings, volunteer for the hard prob-

Creating more transparent and struc-

lems, and invest in relationships early,

tured pathways to leadership for

because this industry runs on trust and

women in the mortgage industry

your network is one of your greatest

would do more than improve

long-term assets. ★

The expertise you’re building, the judgment you’re developing, the perspective you bring — those things have value right now, not someday when someone officially hands you a title. 50

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

2026 Mortgage Star Awards

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ISSUE 3, 2026

2026 Mortgage Star Awards

Lyndsay Magre VP of Marketing Aduvo Tell us about a specific challenge that became a turning point in your career. What changed for you as a result?

est strengths. That experience taught

one opens an email, what builds trust,

me that confidence isn’t innate — it’s

what drives hesitation, and what ulti-

built through alignment, support, and

mately moves someone to act … those

the courage to try again.

are all rooted in human behavior. My

Early in my career, I had an experience that I was convinced had “ended” my confidence. I was unexpectedly pushed on stage by a leader without preparation or support, and it was deeply embarrassing. I walked away believing I wasn’t cut out for public speaking.

background in psychology trained me What’s one underrated skill, habit, or mindset that has played a major role in your success? Viewing every marketing challenge through the lens of human behavior. My degree isn’t in marketing — it’s in psy-

That moment, however, became a

chology — and for a long time, I didn’t

turning point. Over time, I realized it

see that as directly relevant. In reality,

wasn’t speaking itself I feared — it was

it’s been one of my greatest advantages.

speaking without purpose, preparation, or belief behind me. When I began sharing ideas I genuinely cared about, and when I had leaders who trusted and encouraged me,

everything

changed.

What

once felt like a weakness

be-

came one of my great-

At its core, effective marketing isn’t about clever phrasing or flashy design — it’s about understanding how people think, feel, and make decisions. Why some-

to ask different questions: What is this person feeling right now? What do they need to hear to feel understood? What reduces friction and builds confidence? How do you actively support or create opportunities for others — especially women — within your organization or network? Creating an environment where they feel genuinely seen, heard, and supported. Whether I’m leading a team or collaborating across the organization, I make a conscious effort to ensure everyone feels confident in their role and clear on the value they bring. ★

My background in psychology trained me to ask different questions: What is this person feeling right now? What do they need to hear to feel understood? What reduces friction and builds confidence?

2026 Mortgage Star Awards

Jennifer McGuinness-Lubbert Chief Executive Officer Pivot Financial How do you actively support or create opportunities for others — especially women — within your organization or network?

strategy, and drive outcomes in this in-

much time making sure I was fully pre-

dustry. I’d love to see more women ap-

pared before stepping into bigger op-

proach the industry and their roles with

portunities. I wanted validation that my

confidence — focusing less on who may

answers were correct and didn’t realize

I believe one of the most important

be sitting in a seat or who traditionally

I had already earned the right to say yes

responsibilities of leadership is creat-

occupied the seat and more on the val-

or no. Over time, I learned growth often

ing opportunities for others to grow

ue they bring to the table.

comes before confidence or even per-

and succeed. Throughout my career, I’ve tried to actively support people, through mentorship, access to opportunities, or generally listening when they needed someone to do so. These opportunities have helped expand their experience and visibility. What’s one change you’d like to see in the mortgage industry that would make a meaningful difference for women professionals?

fecting a skill. You have to take chancLooking back, what’s one piece of advice you would give yourself at the start of your mortgage career? Looking back, I would tell myself to trust my instincts sooner, think bigger and not be insecure. Early in my career, I sometimes underestimated how much value I brought to the table and

spent

es and believe you can do it. I’d remind myself not to question whether I belonged in the room or if I had already achieved something or not, but to focus on the expertise, perspective, and results I could bring. I would have raised my hand faster and trusted my instincts earlier, if I knew this then. ★

too

I’d love to see a shift

mind-

set around the idea

that

the

mortgage and financial services businesses

are

still male-dominated industries and this should limit

women’s

ambition. While

You have to take chances and believe you can do it.

there are certainly

areas

where representation can continue to improve, I think we’ve reached a point where women have tremendous opportunities to lead, build businesses, shape

ISSUE 3, 2026

2026 Mortgage Star Awards

Stephanie Mclane Chief Executive Officer AREMCO What’s one underrated skill, habit, or mindset that has played a major role in your success?

they want to grow. When people feel supported and challenged, they perform at a higher level. Looking deeper is

The mindset that has shaped my career

not about overanalyzing. It is about be-

most is the discipline to look deeper. I

ing intentional. When you understand

want to understand how things con-

the full picture, you can make better

nect, where breakdowns may be form-

decisions, build stronger systems, and

ing, and what is not being measured.

create more consistent outcomes.

This mindset also shapes how I lead. I spend time understanding how people think, what motivates them, and where

How do you actively support or create opportunities for others — especially women — within your organization or network? I believe opportunity should be built into how an organization operates, not offered occasionally. Within my teams, I focus on giving people meaningful ownership early. This includes visibility into decision-making, exposure to complex challenges, and the ability to contribute in ways that influence outcomes. Growth happens when people are

trusted with real responsibility. For women, that support often includes direct mentorship and honest conversations about navigating the industry. Sharing successes and setbacks helps create a more realistic and achievable path forward. I also believe representation matters. When women see leadership that is confident, collaborative, and grounded in results, it expands what they believe is possible. What’s one change you’d like to see in the mortgage industry that would make a meaningful difference for women professionals? One change I’d like to see is a more intentional approach to professional development and visibility for women across the mortgage industry. Many women build deep expertise in operations, servicing, compliance, sales, and leadership support roles, and the industry benefits when that talent is recognized early and developed consistently.

Growth happens when people are trusted with real responsibility. 54

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

What does success look like for you in this stage of your career? Success today is about creating impact that continues beyond my direct involvement. It is building organizations that deliver measurable results while developing people who can lead, think critically, and continue raising the standard across the industry. When the people around me grow and succeed, that is a meaningful measure of success. ★

2026 Mortgage Star Awards

Joanna McGinn EVP, Client Relations ServiceMac LLC Tell us about a specific challenge that became a turning point in your career. What changed for you as a result? During my first job out of college I moved into sales and thought that is what I wanted to do. I did ok, but by no means was knocking it out of the park. I did start to realize I had a passion for how the loan was moving through the process and saw opportunities that could improve the borrower experience.

Creating intentional, safe environments where women can ask questions, share challenges, and seek guidance without judgment allows them to build confidence, develop skills, and prepare for the next level.

While sales was not for me it helped me form an appreciation for how hard the job can be and allowed me to find my passion for process improvement. What’s one underrated skill, habit, or mindset that has played a major role in your success? Listening. There is so much to be learned

for high-potential women in leadership discussions, increase their visibility with senior leaders, and connect them to stretch assignments that accelerate growth. I pair that advocacy with candid, timely feedback to build self-awareness and ensure long-term readiness for advancement.

by listening to those around you. It will help you build relationships, improve processes, understand what is truly going on, and drive positive change. How do you actively support or create opportunities for others — especially women — within your organization or network?

What’s one change you’d like to see in the mortgage industry that would make a meaningful difference for women professionals? I believe continued investment in opportunities that support women’s learning and career growth through meaningful roundtables and structured

I support women through a deliberate

mentorship programs can make a sig-

combination of mentorship and active

nificant difference. Creating intentional,

sponsorship. While I emphasize excel-

safe environments where women can

lence and making an impact in one’s

ask questions, share challenges, and seek

current role, I also recognize that per-

guidance without judgment allows them

formance alone doesn’t always translate

to build confidence, develop skills, and

into opportunity. I actively advocate

prepare for the next level. ★

ISSUE 3, 2026

2026 Mortgage Star Awards

Kathy Olsen Sr Director, Client Support MeridianLink Tell us about a specific challenge that became a turning point in your career. What changed for you as a result? Early in my career, I stepped into a leadership role during a period of rapid growth and change, where expectations were high but processes weren’t

I prioritize proactive communication, listening over reacting, and treating every interaction as a long‑term relationship rather than a transaction.

fully defined. Navigating that ambiguity forced me to find my voice, make decisions with incomplete information, and advocate clearly for clients and my team. That experience shifted my confidence — I stopped waiting for permission and began leading with intention and accountability. How do you actively support or create opportunities for others — especially women — with-

in your organization or network?

tionship rather than a transaction. That I’m intentional about sponsorship, not

reliability is what keeps partnerships

just mentorship — advocating for wom-

strong over time.

en when opportunities, promotions, or stretch assignments are being discussed. I also focus on creating psychologically safe environments where women feel comfortable speaking up, taking risks, and owning their impact. Representation and visibility matter, and I work to ensure strong voices are at the table. In a relationship-driven business, what’s your approach to building trust and staying top-of-mind with clients and partners? Trust is built through consistency — doing what you say you’ll do and communicating

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

What’s one change you’d like to see in the mortgage industry that would make a meaningful difference for women professionals? I’d like to see more intentional development and sponsorship of women into senior leadership roles. Creating clearer pathways, flexibility, and visibility for women — especially in operational and executive positions — would have a lasting impact on culture and outcomes across the industry. Looking back, what’s one piece of advice you would give yourself at the start of your mortgage career?

transpar-

Don’t underestimate the value of your

ently, especially when

perspective, and don’t wait to be “per-

challenges arise. I pri-

fect” before raising your hand. Growth

oritize proactive com-

comes faster when you’re willing to

munication, listening

speak up, take calculated risks, and

over reacting, and

trust that you’re capable — even when

treating

every interaction as a long-term rela-

things feel unfamiliar. ★

2026 Mortgage Star Awards

Linda Quinto Director of Underwriting Supreme Lending Tell us about a specific challenge that became a turning point in your career. What changed for you as a result?

Picking up the phone instead of relying

their strengths and career goals. I also

on email is one of the most underrat-

try to ensure they have visibility in the

ed skills in this industry. This business

organization so their work is recognized

is built on relationships, and real rela-

beyond our immediate team.

One of the biggest turning points in my

tionships aren’t formed through end-

career came early in my management

less email chains. I often hear, ‘Thanks

experience, when I realized the most

for calling’ or ‘Thanks for picking up

difficult challenges were not technical

the phone.’ People remember when

or operational — they were people-re-

you make communication easier. Direct

lated, particularly managing negative at-

conversations build trust, reduce mis-

titudes and poor communication within

understandings, resolve conflicts faster,

a team. That experience changed the

and ultimately lead to better outcomes.

way I approach hiring and team building. While technical knowledge and skills are important, I learned that qualities like a positive attitude, strong communication, adaptability, and coach-ability are often

How do you actively support or create opportunities for others — especially women — within your organization or network?

what determine whether someone will

All of my managers are women, and I

truly contribute to a healthy, high-per-

believe supporting them effectively

forming team. Since then, I’ve prioritized

requires both professional and per-

those traits in the hiring process, and it

sonal investment. From a profes-

has had a major impact on the culture

sional standpoint, I make a point

and success of the teams I’ve built.

to recognize their contribu-

What does success look like for you in this stage of your career? Leading a team that consistently delivers high quality results while enjoying the work they do. We have to deliver our work timely and with good quality, but doing so in an environment where people feel supported, empowered, and happy to come to work each day is the key. ★

tions, advocate for their acWhat’s one underrated skill, habit, or mindset that has played a major role in your success?

complishments with senior leadership, and create opportunities by assigning projects that align with

This business is built on relationships, and real relationships aren’t formed through endless email chains. ISSUE 3, 2026

2026 Mortgage Star Awards

Leadership changing the narrative.

Congratulations

LaTasha Waddy Pre si d e n t , N F M Le n d i n g

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

2026 Mortgage Star Awards

LaTasha Waddy President NFM Lending Tell us about a specific challenge that became a turning point in your career. What changed for you as a result?

facet of your client’s business creates

I love to celebrate the women around

a successful experience while building

me. What excites them, excites me.

a long term relationship. From incep-

I am always available to brainstorm

tion at NFM Lending, I let my curiosi-

ideas, meet with prospective em-

The Great Recession of 2008 required

ty mindset lead me to every aspect of

ployees or help solve a pain point my

me to pivot from private practice to ex-

my “client” employer’s business. Asking

teammate may be experiencing. I am

plore different opportunities. After two

questions, sitting with departments,

constantly exploring where people are

years of consulting, I had a job offer to

gaining trust from fellow employees

seated on my team against their skillset

become a director of human resources.

and assisting with solutions outside of

and passion. Sometimes that requires

I aligned with the leadership and the

legal/compliance greatly benefitted my

additional training, education or expe-

mission of the organization, however,

contribution to the growth of the orga-

rience. Their success is my success. So,

my intuition told me not to take the po-

nization. I remain curious as the com-

for women, I help them reframe where

sition and to continue looking for legal

pany and industry evolves.

ed with a colleague that led the legal and compliance department for NFM Lending. That was 15 years ago. What’s one underrated skill, habit, or mindset that has played a major role in your success? Curiosity. The best attorneys don’t limit representation to solving the issue pre-

they can add the most value, whether it’s at NFM

roles. A few months later I reconnectHow do you actively support or create opportunities for others — especially women — within your organization or network?

Lending or other places. My goal is that they look at their experience with me as a career, not just a job. ★

sented to them. Understanding every

I let my curiosity mindset lead me to every aspect of my “client” employer’s business. ISSUE 3, 2026

2026 Mortgage Star Awards

Louise G. Thaxton Branch Manager and CEO of American Warrior Initiative Fairway Independent Mortgage Corp. Tell us about a specific challenge that became a turning point in your career. What changed for you as a result?

When Hurricane Rita hit Louisiana 20

ment — the commitment to becom-

years ago, it was a turning point for me.

ing just a little better each day through

For financial reasons, I needed to move

small, steady, disciplined actions. Instead

out of my comfort zone and step into

of focusing on dramatic overnight suc-

an unfamiliar military community. That

cess, Kaizen teaches that lasting trans-

decision not only changed my business,

formation happens through consistency

it changed my legacy, my passion, and

over time.

my mission forever.

I realized I was not just helping people buy homes. I was helping heroes build stability, security, hope for their future. What started as a business opportunity

This philosophy has impacted every area

quickly became a calling. I discovered a

of my life, including leadership, business,

deep respect and love for the men and

faith, personal growth, and relationships.

women who serve our country and

Early in my career, I realized that success

the sacrifices their families make

is rarely built through one big moment. It

every day. I realized I was not just

is built through the daily habits that most

helping people buy homes. I was

people overlook ... showing up consis-

helping heroes build stability,

tently, learning from mistakes, improving

security, hope for their future.

communication, strengthening relationships, and choosing discipline even when

What’s one underrated skill, habit, or mindset that has played a major role in your success? One of the greatest skills and mindsets that has

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

motivation fades. How do you actively support or create opportunities for others — especially women — within your organization or network?

helped shape my life and

Mentoring and coaching and helping

career is the art of Kai-

women build confidence, strengthen

zen. Kaizen is a Japanese

leadership skills, grow businesses, and

philosophy that means

navigate professional and personal

continuous

challenges is my mission. ★

improve-

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ISSUE 3, 2026

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

council comes with various benefits, including net-

aging Editor of Mortgage Women Magazine and Senior

working opportunities and access to industry-specific

Vice President of Delmar Mortgage, and it brings me

professional development resources. We understand

great joy to extend this invitation to you. Throughout

the unique challenges women face in mortgage leader-

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

ship and have tailored mentorship and support systems

to have leaders and mentors who played pivotal roles in

to address them.

shaping my journey. I am thrilled to introduce a transformative initiative – the Mortgage Women Leadership

I invite you to join this movement to empower women

Council, created by Mortgage Women Magazine.

in the mortgage industry. The Mortgage Women Leadership Council is committed to fostering a welcoming

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

and supportive environment. Your involvement will

face in leadership within the mortgage sector. These

not only contribute to your personal and professional

challenges led to a profound realization — the need for

growth but also play a crucial role in advancing wom-

a dynamic network to empower women in our industry.

en’s leadership in our industry. To join or get involved,

This realization is the driving force behind the creation

simply click here to apply.

of the Mortgage Women Leadership Council. I believe in the power of collective support, and I am excited

Thank you for considering this invitation to join the

about the opportunity to share and benefit from each

Mortgage Women Leadership Council. For further

other’s experiences.

inquiries about the council and details on how to join, please contact Beverly Bolnick at

Our mission is clear: to promote and empower wom-

bbolnick@ambizmedia.com. Let’s work together to

en’s leadership in the mortgage sector. The council

advance women’s leadership in the mortgage industry

aims to create a supportive environment for profes-

— because collective action brings about meaningful

sional growth, mentorship, and networking. Joining the

change.

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.

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Mortgage Women Magazine 2026 Issue 3