The 2025 Mortgage Star Awards celebrate the bold, brilliant, and resilient women who are not only rising through the ranks — they’re reshaping the industry as they go. These honorees represent excellence across all corners of mortgage finance, from operations and sales to technology and executive leadership.

Selected for their impact, innovation, and unwavering commitment to progress, our Mortgage Stars are more than high performers — they’re change agents, mentors, and role models lighting the path for others to follow.

We’re proud to honor this year’s class of trail-setters, ceiling-breakers, and industry shapers. Their stories inspire us, their work moves us forward, and their leadership is building a stronger, more inclusive future for us all.

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Alyssa Antoci

Executive Vice President, Head of Marketing, HR, Strategy, Asset Based Lending (ABL)

Alyssa is a force of transformation within the mortgage industry, recognized for her rare combination of strategic vision, operational excellence, and people-centric leadership. Over the past three years, she has been instrumental in building the internal infrastructure of Asset Based Lending (ABL), driving measurable growth, and positioning the company for long-term success.

What sets Alyssa apart is her versatility and ability to lead across multiple departments — including HR, processing, loss mitigation, strategy execution, and most recently, marketing. In every role, she has implemented scalable systems that optimize performance and prepare the organization for expansion. Under her leadership, ABL saw a 56% increase in volume, a 56% reduction in cost per closed loan, and its largest quarter in company history. She also cut paid search spend by 30%, saving $725,000 in just six months while maintaining momentum.

Alyssa’s influence extends beyond numbers. She’s shaped ABL’s customer-first strategy, reimagined its marketing and sales infrastructure, and helped recruit top-tier industry professionals — building a team designed for sustainable growth. Her leadership was pivotal in establishing a new executive team, each member aligned with the scalable vision she’s put in place.

Her legacy is built on scalability and sustainability. Alyssa doesn’t just solve problems. She builds frameworks, mentors future leaders, and embeds core values into every layer of the company. From codifying ABL’s mission and culture to driving 16% year-over-year employee growth, her work reflects a deep commitment to operational excellence and human impact.

Alyssa’s star shines because she’s not just reacting to the market. She’s shaping what’s next. Her leadership is helping define the future of lending, and her influence will be felt across the industry for years to come.

~ Winner profile written based off of nomination.

Sydney Barber

Head of Product, Floify

What’s a challenge you faced that ultimately became a turning point for your growth?

When I entered the industry, I was immediately thrown into fast-paced, high-stakes work with a steep learning curve. I had to get up to speed quickly, deliver results from day one, and navigate a mix of personalities — some more supportive than others. Early on, it was easy to feel overwhelmed, but I quickly learned to re-center in those moments. I focused on what I could control: staying grounded, holding to my values, and letting my work speak for itself. That mindset became my foundation. I realized that lasting impact doesn’t come from big reactions to every challenge — it comes from consistency, clarity, and earning trust over time through action and output.

What changes or improvements would you like to see in the mortgage industry to better support women professionals?

I’d love to see more clarity and support around career paths for women wanting to grow in the mortgage space, especially outside traditional sales roles. There’s so much opportunity in operations, product, tech, and strategy, but it’s not always visible. Giving women real access to stretch assignments, exposure to cross-functional projects, and leaders who invest in their development would go a long way. We don’t need special treatment; we need a clear runway and the chance to take off.

How do you empower others — especially women — coming up behind you?

I create co-ownership. Instead of holding all the answers, I bring others into the work with me. In my role, colleagues often expect me to provide all the direction, but I believe the best leaders ask more questions than they answer. I aim to facilitate not dictate, by encouraging dialogue, elevating different perspectives, and modeling extreme ownership. Empowerment starts with trust, and trust is built when people feel like their voice shapes the outcome.

What advice do you wish someone had given you at the start of your mortgage journey?

Every day is a school day in the mortgage industry! You’ll never know everything, and that’s fine. Focus on understanding where you shine, where your teammates shine, and how to build something greater together. The best teams function like machines, not because everyone knows everything, but because everyone contributes their unique strengths toward the same goal.

Nikki Bialka

Vice President, Community Lending Development, Fifth Third Bank

What changes or improvements would you like to see in the mortgage industry to better support women professionals?

There are still areas in the mortgage industry where women are severely underrepresented especially in leadership and decision-making roles. Yet women bring unique insights that can shape how we do business and improve outcomes for future buyers. As women continue to drive growth in homeownership, it’s critical that their voices are reflected in the strategies, products, and experiences we create. We need more women leading teams, influencing change, and helping define the future of the industry, not just participating in it. Our perspective isn’t just valuable, it’s essential.

What advice do you wish someone had given you at the start of your mortgage journey?

I wish someone had told me how much opportunity there really is in mortgage and that it’s not just for the guys. There are so many different paths to explore: sales, ops, underwriting, compliance, community lending, appraising, secondary markets, you name it. Depending on where you land, you might be the only woman in the room, but that’s even more reason we need more women stepping up and leading. We’re still underrepresented in a lot of areas, and our voices can seriously shape the future of lending. We bring a different perspective, ask different questions, and better understand the next generation of buyers. There’s so much room to grow, lead, and find your lane in this industry — and once you do, it’s pretty incredible.

What’s one skill or mindset that’s been essential to your success — but rarely talked about?

That lived experience has become one of my greatest strengths. I can translate community needs into language the bank understands and just as importantly, I can explain financial tools and resources to communities in a way that feels real and relatable. I speak both “bank” and “community,” and I bring authenticity to both spaces. This mindset has helped me build trust, influence strategy, and stay grounded in the belief that good business starts with doing good. When we center the customer and invest in communities, everything else — growth, success, impact — follows.

How do you empower others — especially women — coming up behind you?

I empower others — especially women — through mentorship, connecting them to opportunities in my network, and advocating for them behind closed doors. Whether I’m a manager, mentor, or friend, I invest in their growth by sharing lessons from both my wins and failures, in life and in corporate spaces. 

Parker Borofsky

Branch Leader, Wealth Builders Mortgage Group Powered by Movement Mortgage

How do you approach building and maintaining relationships with clients and colleagues?

This is where “practice what you preach” truly comes to life. I saw the potential in the short-term rental market early — not just as a loan product, but as an investor myself. That personal experience gave me credibility and relatability that makes relationship-building feel authentic. I connect with clients at Short-Term Rental (STR) conferences and retreats — sometimes as a speaker, often as a peer — and that shared path creates lasting relationships that go far beyond the loan. It’s never just about the transaction; it’s about building trust through shared goals and mutual respect. The same approach applies to my colleagues. I lead with transparency, collaboration, and a genuine willingness to share what’s working (and what isn’t). When people know you’re in it for the long haul and care about their success as much as your own, it creates a culture of connection, not competition. That’s where true professional growth happens.

What changes or improvements would you like to see in the mortgage industry to better support women professionals?

The industry could do a better job of recognizing women who are quietly breaking ground, especially in complex niches like short-term rentals and investor lending. When I began focusing on STR loans, there were no playbooks or mentors. I had to build the systems, scripts, and strategy from scratch. That behind-the-scenes work is powerful, even if it’s not always visible.

What would really move the needle is earlier access to leadership roles, visibility, and platforms where women can share their hard-earned expertise. Many of us are building empires without a spotlight, and it’s time those voices were amplified. This is a high-stakes, performance-driven business. Success takes sacrifice, clarity, and relentless effort. I don’t think we need to soften the demands; I think we need to sharpen the tools. Let’s double down on mentorship, education, and opportunity so women can scale without having to prove their worth twice just to be seen.

How do you empower others — especially women — coming up behind you?

Admittedly, running a high-volume business doesn’t always leave time for as much direct mentorship as I’d like, but I feel that impact comes in many forms. From early on, I’ve been a trailblazer in the second home and investment loan space, especially when it comes to short-term rental financing. I didn’t have a roadmap; I had to build it. And in doing so, I’ve watched other women follow the path I helped carve out, which is incredibly rewarding. Even if I’m not always mentoring one-on-one, I lead by example.

Pam Forrester

Senior Vice President, Division Operations, First American

How do you empower others — especially women — coming up behind you?

I’ve had the benefit of incredible female mentors, and I consider it my responsibility to pay that forward. I’m proud to be part of a company that invests in internal leadership programs like SPARK and Women in Leadership, giving women space to grow and connect across the organization.

One of the most effective ways I empower others is by trusting them with meaningful work. Too many leaders hesitate to delegate, either out of fear the work won’t be perfect or because they don’t want to burden others. But I believe giving someone a stretch opportunity is one of the best ways to help them grow. I often tell my team the best advice I received: anticipate what your leader needs before they ask. It shows you’re ready for the next step.

How do you approach building and maintaining relationships with clients and colleagues?

For me, relationships are rooted in curiosity and trust, not constant contact. I’ve always had a close inner circle and tend to value depth over volume. But over the years, I’ve found my way of connecting: by sharing insights, ideas, or tools that might help someone think differently. It’s my way of saying, “I’m invested in your growth.”

That same mindset applies to my client relationships. I listen first, understand their challenges, and then look for ways we can solve them together. Whether it’s customizing a business process outsourcing strategy or guiding them through a digital transformation, I focus on being a true partner, not just a service provider. Whether it’s with clients, colleagues, or friends, I approach relationships through the lens of learning and shared growth.

What changes or improvements would you like to see in the mortgage industry to better support women professionals?

We need to go beyond awareness and provide real infrastructure — programs, funding, and opportunities — for women to advance their careers. That means more leadership training, more technical upskilling, more cross-functional exposure. Too often, support for women centers only on balancing career and family, which is important, but we also need to talk about economic advancement, executive readiness, and influence.

Companies like First American are making progress, but the industry as a whole needs to invest more in women as innovators, strategists, and decision-makers. Because when women are equipped with the right tools and sponsorship, they don’t just lead — they transform the future of this industry. 

Anne Hurtubise

Director Global Talent Acquisition, Sagent

What’s a challenge you faced that ultimately became a turning point for your growth?

As many women do, I took some time off to raise my kids, which is daunting for most of us. I left a successful leadership career in tech start-ups where I specialized in Sales, Marketing, and Product Management. When it was time to return to the workforce, I had some soul searching to do regarding my next steps. I could start at the bottom/midpoint of where I had been or pivot to an entirely new function. I had the opportunity to learn Talent Acquisition from the ground up, which made sense because I understood the tech start-up ecosystem and how all the various functions worked to solve problems and bring products to market. I started as a Tech/Corporate recruiter in Silicon Valley, eventually launched my own boutique staffing firm and then moved into Mortgage Tech as a global talent leader. Best career decision I ever made!

How do you empower others — especially women — coming up behind you?

As a manager, don’t micromanage. Give credit where credit is due. Challenge your employees to grow and learn and push outside of their boundaries. Provide training opportunities and always be their biggest champion and advocate, because ultimately, their success is your success. Take chances but own your mistakes. Be collaborative. Hear all perspectives. Develop connections outside of your company in your industry. Become a mentor to help open doors and create connections that ultimately provide opportunities for growth.

What advice do you wish someone had given you at the start of your mortgage journey?

The mortgage industry is incredibly volatile. Anyone in this industry needs to ensure that their expertise/job is not entirely dependent on market conditions. You need to cross train and understand where your skills are applicable in functions/positions other than your specific role. Step outside of your comfort zone and continually build yourself up. Learn new skills. Stay relevant!

How do you approach building and maintaining relationships with clients and colleagues?

Seek to understand and figure out the ‘why’ to every request. This builds trust, makes people feel ‘heard’ and ultimately fosters strong relationships that allow you to succeed, together. My manager/mentor always reminds me to ‘assume positive intent’ because sometimes emotions get in the way. Have the hard conversation while remaining respectful.

Lana Izgarsheva

Chief Operating Officer, A&D Mortgage, LLC

Lana Izgarsheva is a trailblazer in the mortgage industry, bringing together cutting-edge innovation and a people-first leadership style that is transforming Non-QM lending. As Chief Operating Officer at A&D Mortgage, Lana has driven the development of groundbreaking technologies and operational strategies that are redefining broker support, efficiency, and service standards across the industry.

Among her most notable accomplishments is leading the creation of the first-ever Automated Decision System (AUS) for Non-Qualified Mortgage (QM) loans —a landmark achievement that has dramatically improved speed, accuracy, and accessibility for brokers navigating complex loan scenarios. She also spearheaded the launch of Leader CRM, a proprietary system built to enhance broker relationships, and the ADvantage Loyalty Program, which grew to over 2,500 participants within its first year. These initiatives have raised the bar for lender-broker engagement and created a blueprint for others to follow.

Lana’s impact extends beyond innovation. Under her leadership, A&D Mortgage experienced a 40% increase in closings, thanks to her optimization of underwriting workflows and implementation of performance scorecards that maintained service quality during rapid growth. She has also prioritized internal growth, introducing employee development programs and quality control systems that have significantly reduced loan defects and bolstered investor confidence.

Respected for her strategic insight and unwavering dedication, Lana is not only moving her company forward but reshaping industry standards for Non-QM lending. Her vision ensures that the tools and programs she introduces today will continue to serve brokers, borrowers, and partners well into the future.

Lana Izgarsheva’s legacy is one of innovation, excellence, and authenticity — earning her a well-deserved place as a standout leader in the mortgage industry.

~ Winner profile written based off of nomination.

Ginny Phillips

Senior Mortgage Advisor, Atlantic Bay Mortgage Group

What’s a challenge you faced that ultimately became a turning point for your growth?

One of the biggest challenges I faced was leading a team while juggling a rapidly growing pipeline. I was so focused on serving clients and growing the business that I didn’t realize my internal team was feeling overwhelmed and disconnected — It led to communication breakdowns, and ultimately, things not running as smoothly behind the scenes.

It forced me to pause and look inward. I started working with a coach, restructured our systems, and became more intentional about how I show up as a leader. That challenge became a turning point in my growth — not just as a mortgage advisor, but as someone responsible for a team’s wellbeing. Today, we’re stronger and more aligned than ever, and I’ve learned that how you lead behind the scenes matters just as much as how you perform in the spotlight.

How do you approach building and maintaining relationships with clients and colleagues?

I’ll be honest — I wish I had done a better job staying closely connected to past clients from the beginning. For years, I was so focused on getting the next deal done that I didn’t build the kind of long-term systems I needed for client follow-up.

But I’m working on it now. I’m building more intentional touchpoints — like ‘pop-bys,’ agent events, and follow-up videos — and I’m using tools and team support to help keep it consistent. The goal is to stay top of mind, not just as their lender, but as someone who truly cares about their journey. It’s a work in progress, but one I’m excited about.

What changes or improvements would you like to see in the mortgage industry to better support women professionals?

I’d love to see more intentional mentorship and leadership development pathways for women in the mortgage industry. We need spaces where women can speak openly about challenges — whether it’s navigating leadership, balancing family, or setting boundaries — without feeling like it makes them ‘less professional.’

I also think there’s room for more flexible work structures that honor performance over presence. So many incredible women leave the industry — or never reach their potential — because the systems weren’t built with them in mind. If we want to retain top talent, we need to create a culture that values contribution, collaboration, and well-being.

Melissa Sike

President Enterprise Sales, Mobility Market Intelligence (MMI)

What’s a challenge you faced that ultimately became a turning point for your growth?

Being a two-time cancer survivor reshaped my entire perspective on life and work. Facing a life-threatening illness not once, but twice, forced me to confront my limits, reevaluate my priorities, and dig deeper into my inner resilience than I ever thought possible. What I discovered in that process didn’t just help me survive  —  it transformed how I show up professionally.

Before cancer, I was driven by achievement. After cancer, I became driven by purpose. The experience taught me the value of time, the importance of meaningful work, and the strength of vulnerability. I no longer feared failure the way I once did; when you’ve faced mortality, a tough meeting or a bold career risk just doesn’t hold the same weight. This shift allowed me to lead with more courage, authenticity, and clarity.

What changes or improvements would you like to see in the mortgage industry to better support women professionals?

Women in leadership should be the standard, not the exception. While progress has been made, there’s still a noticeable gap in the representation of women in executive and decision-making roles across the mortgage industry. Increasing visibility and access to leadership opportunities is essential if we want to create a more equitable, innovative, and sustainable future for this business.

We also need to improve mentorship pipelines and prioritize pay equity and career advancement opportunities across the board. We need to create more spaces where women are not only invited to the table but empowered to speak, lead, and reshape the conversation. That includes rethinking how we define success and how we challenge the subtle biases that still exist in hiring, networking, and deal making.

What advice do you wish someone had given you at the start of your mortgage journey?

Get a mentor. Don’t try to figure everything out on your own. Find someone who’s been where you want to go, who can offer guidance, challenge you, and help you avoid mistakes you don’t need to make.

Stand up for yourself. No one will advocate for you like you can. Don’t be afraid to speak up, share your ideas, or say no when something doesn’t align with your goal. Confidence doesn’t come from having all the answers, but from trusting yourself enough to use your voice.

Negotiate your salary. Always. You are not being “difficult” or “ungrateful” for asking to be paid what you’re worth. Know your value, do your research, and don’t be afraid to ask for more when you’ve earned it.

Margaret Strotman

Senior Vice President, Head of Credit Risk Strategy, Fifth Third Bank

What’s one skill or mindset that’s been essential to your success — but rarely talked about?

Perseverance. It’s not glamorous, but it’s foundational. I was a nationally ranked athlete and earned a Division I scholarship, so from a young age, I learned how to push through discomfort, set ambitious goals, and stay committed to the process. That mindset has carried over into my career.

In mortgage banking — and especially in Credit Risk Strategy — there are constant challenges, shifting priorities, and moments where the path forward isn’t clear. Perseverance is what keeps you grounded when things get tough. It’s what helps you keep learning, keep showing up, and keep leading even when the outcome is uncertain.

I also believe in the power of personal challenge. I’ve always set goals that stretch me, and I encourage others to do the same. It’s not about perfection — it’s about progress. And that mindset has helped me grow into roles I once thought were beyond my reach.

What advice do you wish someone had given you at the start of your mortgage journey?

I wish someone had shown me the full scope of opportunities in mortgage banking. When I started, I was just happy to have a job — I didn’t realize how critical housing is to the economy or how many career paths exist within the industry. I was lucky to land in a role I enjoyed, but I didn’t have a roadmap. Looking back, I would’ve benefited from a broader perspective on how the industry works and how each role contributes to the borrower journey. Now, I make it a point to share that insight with others starting out. 

Jordyn Suranyi

Mortgage Loan Originator, Delmar Mortgage

What changes or improvements would you like to see in the mortgage industry to better support women professionals?

One of the biggest improvements I’d like to see in the mortgage industry is more intentional support for women’s advancement — especially into leadership roles. Women are incredibly capable and often bring unique strengths to this industry — like empathy, attention to detail, and long-term relationship building — but they’re still underrepresented at the top.

I’d love to see more structured mentorship programs, greater visibility for women leaders, and inclusive networking opportunities that don’t center around traditional “old boys club” environments. Flexibility is another big one — policies that support work-life balance without penalizing ambition would make a real difference.

What advice do you wish someone had given you at the start of your mortgage journey?

I wish someone had told me: “You don’t have to know everything on day one — just focus on learning, listening, and building relationships.” When I started, I felt pressure to have all the answers, and it was easy to feel overwhelmed by guidelines, rates, acronyms, and constant changes. But the truth is, success in this industry isn’t about knowing everything — it’s about being resourceful, staying curious, and surrounding yourself with people you can learn from.

What’s one skill or mindset that’s been essential to your success — but rarely talked about?

One of the most essential — and underrated — skills in the mortgage industry is emotional intelligence. We often focus on rates, guidelines, and numbers (and those are important), but at the heart of every deal is a person likely making one of the biggest financial decisions of their life.

Understanding their emotions, being able to read between the lines, and responding with empathy can make the difference between a one-time transaction and a lifelong client relationship.

How do you empower others — especially women — coming up behind you?

Empowering others — especially women — in the mortgage industry is something I take seriously because I know how important representation and mentorship are. I try to lead by example, showing that success doesn’t have to come at the cost of authenticity or balance.

One way I empower women is by being available — whether it’s answering questions or simply listening without judgment. I’ve mentored newer professionals, shared tools and strategies that helped me grow, and openly talked about the challenges I faced so others know they’re not alone. 

Jessica Werner

Divisional President, Due Diligence, Inglet Blair, a QC Ally Company

What’s one skill or mindset that’s been essential to your success — but rarely talked about?

One mindset that’s been essential to my success but isn’t often talked about is leading beside others, not above them. It’s about creating an environment where collaboration isn’t just encouraged — it’s expected. When people feel their perspectives are valued, they’re more engaged, more creative, and more invested in the outcome. This approach has consistently led to better ideas, faster problem-solving, and a culture where ownership and trust are shared across the team.

How do you empower others — especially women — coming up behind you?

I empower others, and especially women, by creating space. Space to ask questions, to try, to fail, and to grow. It’s not just about opening doors. It’s about making sure they feel confident walking through them. I prioritize mentorship, transparency, and building a culture where curiosity is welcomed and mistakes are treated as part of the process. When people — and especially women — see that their voice has weight and their growth is supported, they begin to lead with more courage and conviction.

How do you approach building and maintaining relationships with clients and colleagues?

I approach relationships with a focus on consistency, follow-through, and transparency. Whether it’s with clients or colleagues, I believe trust is built in the everyday moments — showing up, delivering on promises, and communicating with clarity and respect. I also make a point to understand what matters most to the other person, because strong relationships aren’t just about getting things done; they’re about aligning around shared goals and building mutual respect over time.

What changes or improvements would you like to see in the mortgage industry to better support women professionals?

I’d like to see more intentional mentorship and sponsorship of women — especially in leadership and revenue-driving roles. Too often, the pipeline exists, but the guidance and advocacy needed to advance through it are lacking. Women bring strategic, empathetic, and innovative strengths that aren’t just valuable — they’re essential to the future of this industry. We need to move beyond inclusion toward intentional elevation, creating pathways that recognize and invest in the full range of leadership potential women have to offer.