If you could go back in time, what advice would you give your younger self starting out in the industry?

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At 19, flipping through appraisals in the valuations department in my first “grown-up” job, I’d tell that young kid to become obsessed with honing your craft. Wake up every single morning looking to become a better person than you were yesterday in both your personal and work life. Surround yourself with incredible mentors, people who are better than you and whom you aspire to be. And most of all, do not fear failure. When things get hard and you feel like everything is going against you, that’s when you have to step in and just keep swinging.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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I believe when you get comfortable and complacent, you are no longer trying to get better. If you continue to innovate and question the standard way of doing things, you can create positive change. Although sometimes having a million and one ideas racing through your head all the time could cause more harm than good. Finding that happy medium is crucial to finding success.

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Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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Most importantly in my career, I want to continue paving the way for as many people as possible who are just like me and just need to be given the opportunity and a chance to change their lives. To give someone a starting point, a path to creating a career and creating wealth. Someone took a chance on me and it’s incredibly important to me to try and give that same chance to the next person and the person after that. One of my favorite books is called ‘Make Your Bed’ by Admiral Bill McRaven. One of his messages is so simple yet so powerful. He says if you want to change the world, start by helping one person. He explains that when you change one person’s life for the better by lifting them up, giving them confidence, or showing them kindness, that single act doesn’t stop there. That person may go on to influence someone else, and the impact ripples outward far beyond what you can ever see.

How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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Innovation and creativity are at the core of how I operate — they’re not optional, they’re essential.

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In today’s mortgage landscape, no two borrowers are the same. Cookie-cutter doesn’t cut it — especially when you’re working with self-employed clients, immigrant families, or first-time investors. I thrive in that space by thinking beyond guidelines and crafting smart, compliant, and creative financing strategies that most others overlook.

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Whether it’s structuring DSCR loans with foreign income, navigating P&L-only files for business owners, or coaching clients on credit repair pathways, I approach each file like a puzzle — and innovation is how I solve it.

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On the operations side, I use automation tools, templates, and team systems to eliminate friction and free up time for deeper client engagement. Creativity shows up in my branding too — whether it’s storytelling on social media, making complex info digestible, or designing workshops that blend education with empowerment.

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Simply put: Innovation helps me close more loans. Creativity helps me connect more lives. That combination is a big part of what’s fueled my success — and it’s how I plan to scale with purpose.

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In what ways do you see yourself contributing to the future of your industry or field?

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I see myself shaping the future of this industry by bridging the gap between access and understanding.

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Too many people — especially immigrants, gig workers, and first-time buyers — feel locked out of homeownership because they don’t “fit the box.” I want to change that. I’m committed to making lending more inclusive, transparent, and human, by continuing to build educational platforms, tools, and programs that empower people to take control of their financial journey.•

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Through my volunteer leadership with the Economic Planning Board, I’ve seen firsthand the impact of real financial literacy. My goal is to scale that impact beyond my local market — creating workshops, mentorship pipelines, and content that elevate the next generation of loan officers and borrowers.

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I also want to contribute to the modernization of the industry — embracing technology not just for speed, but for smarter decision-making, better client experiences, and personalized solutions that reflect how people actually live and earn today.

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The future of this field belongs to those who lead with empathy, innovate with intent, and educate without ego. That’s the lane I’m staying in — and building out.

In what ways do you see yourself contributing to the future of your industry or field?

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I am committed to staying involved in originating, however, my passion doesn’t end there. I am involved in a Women In Business Committee and I serve on the board of my local Mortgage Bankers Association. I think extending yourself as an originator into your community can inspire others to do more and be more for our industry. It’s fascinating what can happen when you surround yourself with like-minded individuals in your industry.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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In a business as competitive and ever-changing as mortgage lending, I make innovation and creativity a priority by constantly looking for new ways to serve clients better — whether that’s streamlining the loan process, simplifying complex information, or building educational tools and social content that set us apart. Creativity allows me to see solutions where others might see roadblocks, while innovation ensures my team and I stay ahead of industry changes. Together, they’ve played a key role in my success by helping me deliver an experience that feels both modern and personalized, keeping clients and referral partners confident and engaged from start to finish!

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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I was only 21 and fresh out of college when I became licensed and worked for a broker shop. Looking back, I think I would advise anyone starting out in this business that there is an abundance of opportunities — you just need to surround yourself with the right people: find a good support team, management, and mentor to help you along the way.

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Being a loan officer means navigating a career that is fast-paced, unpredictable, and constantly evolving, but that very energy is what makes it so fulfilling. At the end of the day, guiding clients through one of life’s biggest milestones and seeing the impact of homeownership is what makes the work incredibly rewarding.

How would you describe your leadership style and how do you inspire your team?

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I believe leadership is about creating ownership, not control. My team succeeds because everyone on it knows their ideas and decisions matter as much as mine. I lead by example, always explaining the “why” so everyone feels connected to the vision. Empowerment plus clarity equals a team that thinks deeply and executes boldly.

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Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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My goal is to fully automate the mortgage process through cutting-edge tech and AI, allowing lending teams to spend less time buried in paperwork and more time doing what matters most: building relationships. I want loan officers positioned as trusted financial advisors rolling out the red carpet for borrowers during one of life’s biggest milestones.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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Stability matters, but innovation is the differentiator. I intentionally allocate at least half of our resources to forward-looking, big-vision work. That balance lets us deliver rock-solid products today while carving out a future that makes us stand out.

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In what ways do you see yourself contributing to the future of your industry or field?

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I’m committed to making mortgage truly tech-forward. That means building products that modernize the process without overwhelming those who started their careers in a paper-and-ink world. By designing technology that feels seamless, I want to remove the fear of change and open the door to a faster, smarter, more human lending experience.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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The mortgage industry is a cycle of highs and lows. Don’t get distracted by either. When business is booming, double down on automation so you can scale without burning out. When things slow, invest in tools and strategy that will set you up for the next wave. Both moments are opportunities if you keep your eyes on the long game.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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If I could go back in time, I’d tell my younger self that the projects bringing the greatest fulfillment will be the ones you choose to pursue on your own initiative. When you recognize that something is right or valuable, don’t wait for permission or perfect timing — take action.

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Even if the end result never sees the light of day, there is immense benefit in the process itself: The growth you experience, the skills you build, and the confidence you gain by moving forward on your conviction.

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The truth is, not every effort will lead to a visible outcome, but every effort can sharpen your perspective and prepare you for the next opportunity. By taking ownership of your ideas and being willing to act, you not only create chances for impact but also shape yourself into someone who leads, rather than someone who waits.

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So my advice would be: Trust your instincts, start the project, write the proposal, build the resource, whatever it may be. The value lies as much in the act of doing as in the final product. Looking back, I’ve learned that some of the most meaningful contributions aren’t the ones that were assigned to me, but the ones I created by choosing to begin.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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In support, much of our work is naturally reactive: Tickets, chats, calls, and now even live Zoom sessions. That can make ‘innovation’ look different than it might in other areas. For me, innovation and creativity aren’t only about inventing something brand new; they’re about finding smarter ways to solve recurring challenges and turning reactive work into proactive solutions.

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A good example is how we noticed certain questions surfacing repeatedly. Instead of continuing to answer them one at a time, we created help articles and live Q&A sessions. What began as reactive needs became scalable resources that save time for both clients and our team. That’s innovation in practice — identifying a pattern, responding creatively, and building a lasting solution.

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I also believe innovation can mean advocating for what works. Sometimes the most impactful contribution is not introducing something entirely new, but championing tried-and-true processes that improve efficiency and consistency. At ARIVE, I’ve focused on encouraging my team to balance resourcefulness with authenticity. We don’t rely on rigid scripts or flowcharts. Instead, agents are empowered to use their judgment and empathy — supported by coaching and feedback — to do what’s best for each client.

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The role innovation plays in my success is less about big breakthroughs and more about cultivating a culture where small improvements, proactive thinking, and authentic service thrive. By promoting this mindset, I ensure that support isn’t just reactive problem-solving, but a creative, evolving space that consistently enhances the client experience.

Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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My 11-year-old daughter Gretchen, my North Star (and best friend), already tells people she wants to work in the mortgage industry when she grows up. Everything I do is to build an industry she’ll be even more proud to join in 10 years.

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Over the next decade, I intend to inject change, energy, and purpose into organizations. I want to bring people together through meaningful partnerships, design events and programs that create fresh connections, spark bold ideas, and lead with innovation.

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Advocacy will always anchor my work. Whether I’m elevating women leaders or weaving impact into each engagement, I want my efforts to reach far beyond business metrics. My goal is to leave this industry better than I found it: more inclusive, more dynamic, and full of opportunities. And when Gretchen steps into it, she’ll step into a space I’m proud to have helped move forward.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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I would tell my younger self to stop worrying about having the perfect plan. This industry is not about perfection, it is about connection with people and purpose. Things that once felt like setbacks have become some of the moments that shaped me most. Challenges do not hold you back forever; they prepare you for bigger and better things.

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Relationships and mindset matter above all. The connections and mortgage family you build will open doors you don’t even know exist yet, and those doors will change the course of your entire career in the best ways.

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Lastly, and maybe most importantly, don’t wait to speak up. Fresh ideas matter, and holding back for the “right” moment often means missing the moment altogether.

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Remember, the best is yet to come.

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How would you describe your leadership style and how do you inspire your team?

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I roll up my sleeves and jump into the work! I believe the strongest ideas come to life when we learn, create, and refine together.

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When teams see a leader equally immersed and equally accountable, it shifts how they show up too. I lead with partnership, innovation, and openness, with a willingness to challenge when it means getting to a better result. I want everyone to feel safe bringing big, messy, half-baked ideas because that’s where real innovation and change begin.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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Perspective is everything. Just because it seems like something is a major issue right now does not mean it is. Use some foresight and think to yourself “Will this matter in two weeks, one month, one year?” Keep your eyes forward and charge through friction. If you slow down to deal with the mess, you’ll just get messy and be further from your goal.

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How would you describe your leadership style and how do you inspire your team?

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High intensity, high reward. We operate at a high click over here at West Cap. We work hard and play harder. My ultimate goal is to ensure each day is more enjoyable than the last, all while marching toward our North Star. The one thing I ask of my team members each day is to ensure they are leaving work fulfilled and in a better state than when they arrived.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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We ask every new set of eyes that sees what we’re doing “What do you need?” In the land of business development, we’re here to develop business. It’s such an obvious statement, but we want to hear from our team just exactly what they need. How can we get our team members more business? How can we develop solutions for scalable growth? What does our team need to ensure success? Creativity only exists if it’s given space to grow. We ensure that there is a clear pathway for ideas to be presented, plans for creation, and communication for execution. Our platform has continued to evolve by ensuring every member has a seat at the table for business development.

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In what ways do you see yourself contributing to the future of your industry or field?

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My goodness, it feels like the opportunities are endless. I see myself as a trusted advisor that continues to guide this incredible industry to new heights. I have built incredible relationships with some of the best visionaries in the business and spent countless hours learning, collaborating, and building with them. I have boundless energy and I just want to deploy it in the pursuit of a better landscape not only for the hundreds of mortgage professionals I’ve worked with, but for homeowners across America. I see myself in five to 10 years supporting as many mortgage professionals as I can that’ll tolerate a little bit of humor, share their dreams with me, and prepare to run as fast as they can.

Winner profile written based off of nomination using AI.

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As Founder and CEO of Mortgage Maker AI, Shawn Brown is redefining how mortgage professionals connect with borrowers through innovative, AI-powered technology. With more than 15 years of experience as a mortgage broker and additional expertise managing a default servicing law firm, Shawn brings a unique understanding of the operational and relational sides of lending. His firsthand experience revealed a major gap in the tools available to loan officers — leading him to create Mortgage Maker AI, a platform designed to streamline presentations, strengthen borrower communication, and drive faster, clearer loan decisions.

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Under his leadership, Mortgage Maker AI has become a transformative force in the industry. The platform empowers loan officers to deliver dynamic, data-driven presentations that simplify complex mortgage scenarios and enhance client trust. Its intuitive, mobile-friendly design and real-time scenario editing capabilities have established a new benchmark for efficiency and professionalism in mortgage technology.

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Shawn’s influence extends well beyond his company. A frequent contributor to National Mortgage Professional, and other trade publications, he has emerged as a respected thought leader on technology adoption, borrower engagement, and the future of AI in mortgage lending. His recognition as one of the “Most Connected Mortgage Professionals of 2025” underscores his growing impact on the industry.

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By blending deep mortgage experience with forward-thinking innovation, Shawn Brown is empowering loan officers to deliver transparency, speed, and confidence to every borrower. His leadership and vision are helping to reshape mortgage lending into a more efficient, human-centered, and technologically advanced industry — one that meets the demands of today’s market while setting the stage for tomorrow’s opportunities.

In what ways do you see yourself contributing to the future of your industry or field?

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I see myself contributing to the future of this industry by inspiring others to see and reach their fullest potential. This field can be challenging and highly competitive, but I believe that with the right guidance, mentorship, and encouragement, individuals can thrive and achieve more than they thought possible. I want to be a leader who not only drives results but also creates an environment where people feel empowered, supported, and motivated to grow. By sharing knowledge, fostering collaboration, and modeling integrity and resilience, I hope to play a role in shaping a stronger, more innovative, and more sustainable future for the industry as a whole.•

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How would you describe your leadership style and how do you inspire your team?•

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I would describe my leadership style as one rooted in servant leadership with a focus on empowerment. I believe in highlighting the unique strengths of my team members and providing them with the tools and confidence to reach their full potential. I take pride in fostering an environment where growth is not only encouraged, but celebrated, and I find great fulfillment in watching individuals develop, succeed, and inspire others through their own progress•

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If you could go back in time, what advice would you give your younger self starting out in the industry?•

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If I could give my younger self advice, I would remind myself to be intentional in aligning my goals financially, personally, and with family. I would focus on prioritizing what truly adds value and spend less energy on things that don’t contribute to long-term success or fulfillment. Most importantly, I would emphasize building strong relationships over simply transacting, because meaningful connections often drive both personal and professional growth.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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The advice I would give my younger self is simple: educate yourself more, prepare better, and always remain humble, no matter how far you go. Technical skills and industry expertise open doors, but humility and integrity keep them open. I’ve learned that in lending — and in life — true leadership isn’t measured only by how much you achieve, but by how you achieve it, and the impact you leave along the way.

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How would you describe your leadership style and how do you inspire your team?

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I’d describe my leadership style as passionate, all-in, and deeply team-oriented. My philosophy is simple: if I expect my team to give their best, they need to see me giving everything, every day. I put my team at the center of everything we do because I know our success comes from their dedication, not mine alone. I inspire them by setting the standard through my own actions, celebrating every win as a collective achievement, and reminding them that what we’re building at HERA is more than a company, it’s a legacy.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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I prioritize innovation by constantly questioning how things can be done better, faster, more transparently, and with more value to our clients and partners. Creativity has been central to HERA’s growth, from building new loan products to launching HERA Education and HERA Cares. In an industry that often resists change, innovation is what sets us apart and drives our success.

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In what ways do you see yourself contributing to the future of your industry or field?

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I want to contribute to the future of private credit by making it more professional, transparent, and accessible. That means developing innovative loan products, but also educating brokers and investors so they have the tools to grow responsibly. With HERA Education, we’re building what I believe will be the first certification standard for private lending. With HERA Cares, we’re showing that this industry can also give back to the communities it serves. By combining innovation, education, and social responsibility, I hope to inspire others to see private credit as more than just transactions, it’s a platform for long-term opportunity.

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Read More: Breaking Ground & Building Trust

If you could go back in time, what advice would you give your younger self starting out in the industry?

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I began my career as a retail loan officer. Reflecting on my journey, if I could change one aspect, I would have invested more time in engaging with realtors and the military community to highlight the benefits and power of the VA loan.

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As a veteran, I was taken aback during my search for my first home by the number of sellers unwilling to accept VA loans. This personal challenge inspired me to advocate for better understanding and acceptance of VA loans.

How would you describe your leadership style and how do you inspire your team?

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My leadership style is rooted in servant leadership, where I lead by example and prioritize the needs of my team and clients. I’m never afraid to advocate fiercely for my people, ensuring their voices are heard and their efforts are supported. This approach fosters a culture of trust and collaboration, empowering my team to excel. I inspire them by demonstrating compassion, empathy, and care in every interaction, whether addressing client concerns or celebrating their successes.

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By rolling up my sleeves and tackling challenges alongside them, be it navigating complex VA loan processes or strategizing growth, I show my commitment to our shared goals. Recognizing individual strengths, I provide tailored guidance and resources, like educational tools or mentorship, to help them thrive. This hands-on support, paired with a vision of making a meaningful impact—such as empowering veterans in homeownership—motivates my team to push forward with dedication and pride.

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Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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Over the next five to 10 years, I aim to lead Rocket Pro’s VA initiative, focusing on ensuring the military community fully understands and leverages the VA home loan benefits. My goal is to empower our partners with robust resources and education, creating a seamless pathway for veterans and service members to achieve homeownership.

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I envision solidifying Rocket as the flagship organization in this space, renowned for its dedication to supporting the military community with innovative tools and personalized guidance. Beyond that, I hope to expand our reach by fostering strategic collaborations that enhance financial literacy and employment opportunities, ultimately making a lasting impact on veterans’ lives and reinforcing Rocket’s commitment to the American dream of homeownership.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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If I could go back in time, I would tell my younger self to get comfortable being uncomfortable. Growth happens outside of your comfort zone — whether that’s networking, presenting strategy, or trying new ideas. Marketing at its core is about capturing attention and driving engagement, and that requires putting yourself out there. The more content you create, the more information you share, the more people hear your voice and remember your brand.

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I’d remind myself that it’s not about perfection — it’s about progress. The key is to take action, even when it feels uncomfortable, because momentum builds confidence. At the end of the day, marketing is a “you vs. you” game. If you can get out of your head, create consistently, and push boundaries, you’ll separate yourself in an industry that rewards taking action, not complacency.

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How would you describe your leadership style and how do you inspire your team?

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My leadership style is built on showing up, every single day. It’s easy to lead when things are going well, but real leadership shows up in the challenging moments. I believe in leading with clarity, consistency, and work ethic. People need to know where they stand, what winning looks like, and how to get better when things don’t go as planned. I inspire my team by modeling the mindset I ask of them: stay curious, stay resilient, and stay committed. I believe hard work wins, and when your team sees you showing up, trying new things, and being willing to fail forward, it encourages them to do the same. Leadership isn’t about being perfect — it’s about being present.

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In what ways do you see yourself contributing to the future of your industry or field?

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I see my role as a thought leader at the intersection of database marketing and personal brand development for mortgage professionals. The future of our industry hinges on how effectively we connect with consumers, and I’m dedicated to building strategies that empower mortgage professionals to do exactly that.

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Each day, my focus is on developing systems, content, and campaigns that help loan officers spark meaningful conversations and enable mortgage executives to attract and collaborate with like-minded sales professionals. By leveraging smart, logic-based campaigns, automation, and data-driven strategies, we can expand access to homeownership, help families build wealth through real estate, and drive sustainable growth for mortgage companies.

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I believe the mortgage professional’s role extends far beyond closing a loan — it’s about guiding people through life-changing financial decisions. My mission is to ensure our industry has the tools, training, and innovation to deliver that advice at scale. I’ll continue pushing the boundaries of marketing technology so that, together, we can shape a stronger, more connected future for mortgage professionals and the communities they serve.

Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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Over the next five to 10 years, I am committed to advancing and expanding the state program at the Mortgage Bankers Association. Building on the strong foundation established by my leadership team and predecessors, I aim to deepen the strategic partnerships MBA has cultivated with state-level stakeholders.

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I recognize that the state government serves as a critical pipeline for emerging policy leaders, many of whom advance to influential positions at the federal level. This presents a significant opportunity for our industry to engage proactively. By investing in early education and relationship-building at the state level, we can shape policy dialogue, foster informed decision-making, and establish the MBA as a trusted resource for policymakers throughout their careers.

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My goal is to position the state program as a model for strategic advocacy, one that not only responds to policy challenges but anticipates them, building coalitions and credibility that will benefit the industry for years to come.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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Fostering creativity requires embracing iterative learning and calculated risk-taking. I’ve adopted a “fail forward” philosophy that generates valuable insights that advance team capabilities and organizational knowledge.

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By maintaining intellectual curiosity and remaining open to diverse perspectives, I avoid becoming an inadvertent obstacle to innovation.

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This mindset shift, from gatekeeping ideas to facilitating exploration, has proven essential to building a culture where creativity thrives and breakthrough thinking can emerge.

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How would you describe your leadership style, and how do you inspire your team?

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I believe effective leadership means developing talent and empowering others to excel, even when that makes me “replaceable.” By investing in my team’s growth and ensuring knowledge is shared rather than siloed, I create capacity for both individual advancement and organizational agility.

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When leaders create dependency, they inadvertently limit their team’s potential and their own career. In contrast, building a strong, self-sufficient team opens doors. It positions team members for greater responsibility, frees leadership to pursue strategic opportunities, and ensures organizational resilience.

Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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My long-term career goals continue to evolve as I gain deeper insight into the industry, but one constant has always been my passion for leadership. I’ve always envisioned myself in a role where I can guide, support, and inspire others — not just to perform, but to truly feel purpose in what they do. In the next five to 10 years, I hope to step into a management position where I can cultivate a team culture built on trust, growth, and shared success.

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I want to create an environment where people feel motivated to show up and give their best — not because they have to, but because they genuinely want to. That starts with leadership that listens, adapts, and leads by example. I see myself mentoring new talent, helping them navigate the challenges of the industry, and celebrating their wins as if they were my own. Because when a team feels valued and supported, their potential becomes limitless.

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Beyond management, I aspire to be a thought leader — someone who contributes to shaping the future of our field. Whether that’s through innovation, collaboration, or simply being a reliable source of encouragement, I want my impact to extend beyond numbers and metrics. I want to be known for building people up, for creating spaces where ambition meets opportunity, and for leading with heart. That’s the kind of legacy I hope to build over the next decade.

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How would you describe your leadership style and how do you inspire your team?

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I would describe my leadership style as collaborative, inclusive, and rooted in shared success. In an industry where competition often drives the narrative, I’ve always believed that when one person succeeds, we all do. That mindset shifts the focus from rivalry to teamwork, creating an environment where growth is collective and victories are celebrated together.

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I strive to lead by example — being approachable, transparent, and open to both teaching and learning. I don’t see leadership as a one-way street. Every interaction with my team is an opportunity to sharpen my own skills while helping others do the same. Whether it’s sharing best practices, brainstorming solutions, or simply being available to listen, I aim to foster a culture where people feel supported and empowered.

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Inspiration, to me, comes from authenticity. I show up as myself — flaws, strengths, and all — and encourage my team to do the same. By creating a space where people feel safe to take risks, ask questions, and challenge themselves, I help unlock their potential. I also make it a point to recognize effort, not just outcomes. When people feel seen and valued for their contributions, they’re more motivated to push forward.

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Ultimately, my goal as a leader is to build a team that lifts each other up, learns from one another, and thrives together. Because success isn’t just about individual wins — it’s about the legacy we build as a unit.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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Looking back on my career there are two pieces of advice I wish I could have given my younger self. The first is simple: take the broker route sooner. As a broker, you’re not tied to one bank’s guidelines or limited product list. You have access to multiple lenders, which means more options and more flexibility for your clients. That freedom allows you to compete at a higher level, solve more problems, and deliver better results. Early in my career, I didn’t realize how powerful that independence truly is. If I had gone the broker route right away, I would have scaled faster and built stronger client relationships from the start.

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The second piece of advice is just as important: invest in systems and marketing early. Too many of us try to juggle everything in our heads or on sticky notes. Having a good CRM in place keeps your pipeline organized and ensures that no client or referral partner falls through the cracks. Combine that with consistent marketing and a newsletter, and you create a compounding effect. The newsletter, in particular, keeps you connected to your database, builds trust, and positions you as the professional people think of when they’re ready to buy or refinance. If I had started with these two things — going the broker route and building systems — I would have created more stability, served more people, and grown much faster.

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In what ways do you see yourself contributing to the future of your industry or field?

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I see myself contributing to the future of the mortgage industry by creating resources that elevate the standard for loan officers while improving the experience for clients. My YouTube channel is one of the main ways I do this today, reaching about 1,000 views every 48 hours with content designed to help loan officers grow and serve their clients at a higher level. By educating at scale, I’m helping professionals across the country sharpen their skills, improve service, and guide more families into homeownership.

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In the next several years, I plan to launch a full Loan Officer University. This platform will provide structured courses, live training, and practical materials covering every part of the business — not just sales, but also quality control, treasury, marketing, leadership, and operations. Alongside the university, I’ll be writing books, hosting webinars, offering coaching, and speaking at events to make this knowledge accessible to as many professionals as possible.

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My goal is to create a new blueprint for loan officers that simplifies complex processes into clear, duplicable systems. By making these systems easy to understand and apply, loan officers can deliver better results, provide smoother transactions, and ultimately give clients the best service possible. The end result is not only stronger professionals, but happier homeowners who feel confident and supported throughout the mortgage process. I believe this focus on both education and customer care will leave a lasting impact on the industry and raise the bar for excellence.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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If I could go back in time, I’d tell my younger self to get out there and never let being young — or being a woman in this industry — make you feel like you are anything less than anyone else in the business or dull your shine! I’d remind myself to stand tall, have confidence, and know that you belong at the table! Shoot for the stars, because the sky is not the limit — it’s only the beginning.

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How would you describe your leadership style and how do you inspire your team?

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My leadership style is heart-centered and action-driven. I inspire my team through my heart and consistency. I show up for them, care deeply about their success, and lead with action, not just words. They know I’ll stand with them through challenges and celebrate with them in their wins.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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I prioritize innovation and creativity by continuously looking for ways to do things differently and better — whether that’s creating new ideas to streamline processes, developing fresh marketing ideas and events, or finding unique ways to connect with clients and partners. I believe innovation keeps us ahead of the curve, while creativity makes the journey more impactful and memorable. These two factors have been at the core of my success because they allow me to stand out, bring fresh energy to the industry, and continuously add value to both my team and the clients and partners we serve!

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In what ways do you see yourself contributing to the future of your industry or field?

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I see myself contributing to the future of this industry through education and mentorship. I want to connect with high schools to teach students about becoming loan officers (which I have already been actively doing), as well as the best ways to position themselves for future homeownership. Within the company I work with (my CMS family), I’m passionate about mentoring newly licensed loan officers — helping shape their futures and pouring into their growth. Beyond that, I’ll continue to stay engaged in the industry, bringing fresh ideas and perspectives to help it grow and evolve.

In what ways do you see yourself contributing to the future of your industry or field?

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I plan to help push our segment toward a simpler, faster borrower journey — using technology to standardize steps, tighten timelines, and make the product more predictable and, ultimately, commoditized. Our compounding advantage comes from credit. If we stay anchored in performance — loan quality, servicing discipline, transparent data — we’ll earn trust, reduce cost of funds, and scale distribution. Pairing a low-friction experience with verifiable credit results is how we expand our corner of the market.

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How would you describe your leadership style and how do you inspire your team?

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My leadership style is mentorship-first. I spend the majority of my time providing people the tools, context, and coaching they need to grow — then I get out of their way. That means clear outcomes, real ownership, regular feedback, and a safe space to try, learn, and iterate. I pair ambitious goals with practical scaffolding: training, playbooks, shadowing, and stretch assignments that turn potential into performance. Inspiration comes from celebrating learning as much as results and spotlighting those who run toward hard problems.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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I would tell myself that change is the constant — make agility your habit. Don’t dodge problems; run toward them. Each challenge is a rep that builds muscle you will come to rely on. When you frame obstacles as opportunities, your learning compounds — and so does your career. That mindset is the fastest path to outsized growth.

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Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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In the next five years, I want to help Asset Based Lending become a top-five lender by scaling three levers in concert: technology, operational excellence, and capital markets. On tech, modernizing the platform — data-rich underwriting, automation across the lifecycle, and a seamless borrower experience. Operationally, institutional-grade controls, performance management, and process efficiency, layered with cutting-edge AI. In the capital markets, grow whole-loan distribution, compound the momentum of our securitization shelf, and elevate ABL’s profile with investors — turning market credibility into lasting enterprise value. The result: faster execution, superior borrower experience, and exponential growth.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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If I could go back in time, I’d tell my younger self this: don’t ever let being the youngest person in the room make you question your place there. Your voice and your ideas are just as valuable as anyone else’s.

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Be assertive, trust your gut, and don’t wait for permission to speak up. Confidence doesn’t happen overnight — it’s built through experience, failure, and being challenged by the people around you. Every time you get uncomfortable, you grow. And one day you’ll look back and realize the same rooms that used to intimidate you are now the ones you lead with ease.

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How would you describe your leadership style and how do you inspire your team?

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I’d say my leadership style is all about collaboration and trust. When you give people the freedom to be trusted, and you truly believe in them, they feel confident and supported, and that’s when the best ideas happen. In my experience, that kind of trust naturally leads to more creativity and better work all around.

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My team balances each other out with our different strengths and weaknesses, and that’s what makes us click. I make sure their wins are celebrated, but when something doesn’t go right, I take the hit. I’ll always stand beside them, not above them. I’m here to empower them, support them, and make sure they have everything they need to thrive. That’s what real leadership looks like to me.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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Let’s be honest, the world of AMCs isn’t exactly known for its personality. So my goal has always been to change that. I want our marketing to feel like something people actually want to engage with — full of storytelling, branding, and a little humor.

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Creativity is what keeps it fun. It’s what turns complex topics into something relatable and human. I’m all about showing the people behind the brand, not just the logo.

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And I give my team the freedom to get creative — to test ideas, take risks, and even fail sometimes. Because that’s where the best stuff comes from. At the end of the day, innovation and creativity are what make us stand out … and honestly, what make it worth doing.

How would you describe your leadership style, and how do you inspire your team?

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My leadership style is rooted in positive coaching, motivation, and enthusiasm. I lead with energy, intention, and a deep hunger for growth — both personally and professionally. I believe that positivity is contagious, and so is negativity, which is why I intentionally create an environment where only the former can thrive.

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Each morning, I start my day by listening to healing sound frequencies, centering myself, and setting a positive tone before I walk into the office. That energy carries through to my team, and they reflect it back. We believe in each other, celebrate individual and collective wins, and hold space for growth, not gossip.

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I’m constantly sending motivational quotes, reminders, and words of encouragement to my entire company. I also flood my social media with uplifting content, not just for me, but for anyone who might need that spark. It’s truly like a ripple effect: the energy you project impacts everyone it touches.

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As a leader, my role is to set that tone every day. When I show up with clarity, positivity, and purpose, my team feels it and they carry that forward into their own spheres of influence, creating a culture where motivation multiplies.

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Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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I have a very clear vision for the next five to 10 years, and I’m beyond excited to bring it to life. I’m incredibly proud of what we’ve built at Groves Capital over the past decade. We started from the ground up and grew into one of the fastest-growing mortgage companies in the country and now, I’m stepping into a new chapter with Groves IQ.

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Groves IQ was born from a pain point that every mortgage professional knows too well. I launched Groves Capital because no one had built the brokerage model I wanted — so I created it myself. Groves IQ follows that same spirit. No one was solving this massive bottleneck in mortgage operations, so I decided to solve it — first for my team, and now for the entire industry. We’ve already begun signing pilot agreements with both enterprise and retail lenders.

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My long-term goal is for Groves IQ to become the standard AI infrastructure layer for all mortgage lending operations. Anyone working in the trenches of loan approvals and documentation knows how chaotic it can be. Groves IQ is here to change that — bringing automation and real mortgage operational expertise together to make every player the superstar of the deal.

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Over the next decade, my focus is on scaling this vision while freeing mortgage professionals from busywork so they can focus on what truly matters: relationships and family.

How would you describe your leadership style and how do you inspire your team?

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I prioritize leading by example. I believe if I show up prepared every day, give my best, and treat people with kindness and support, that energy sets the tone for the team. People notice consistency, and when you exemplify the standard you expect, it builds trust and creates a positive environment where others feel motivated to do the same. 

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I also believe in inspiring through action, which is why I am always working to embody Sagent’s core values: relentless, relevant, respectful, and reliable. These values drive me to put my best foot forward each and every day and shape the way I approach my work. When your team sees that you’re willing to take on any challenge alongside them, it encourages them to give their best. To me, leadership isn’t about standing above, it’s about being with your team, setting the pace, and building a culture of accountability and support.  

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I also have come to truly appreciate the benefit of taking the initiative and building relationships with all of those around me. Throughout my time at Sagent, I have worked to be a dependable partner and have developed strong connections that allow me to better myself and more successfully push Sagent forward on our mission to transform the mortgage servicing industry. Not only do these relationships help me learn how to be a better professional, but they influence me to take risks, align better with my industry’s priorities, and be a better leader for those around me.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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With the knowledge I have now, I would tell my younger self it is okay not to know everything. It’s easy to feel behind when you’re surrounded by industry experts who have spent decades in this field perfecting their craft and learning the nuances of mortgage servicing. Although I didn’t know it at the time, my job was (and still is) to learn from them, not catch up with their expertise overnight. Growth takes time, especially in a complex industry like mortgage servicing. 

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In an industry as nuanced and complex as mortgaging, it is nearly impossible to know everything — especially when you work for a company like Sagent that is trying to overhaul the processes that have been in place for decades. As I increased my confidence to speak up in meetings and learned to ask the right questions, I got more comfortable identifying how much more I had to find out. While I’ve now spent several years living and breathing this industry, I feel passionate about how much more there is to discover.  

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So, if I really could go back and give my younger self advice, I’d tell her: Don’t be afraid of how much you might not know — lean into the excitement of how much there is to learn. 

How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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Innovation and creativity are the drivers of progress. I’m always looking for new ways to innovate, not just in the tools we use, but also in the strategies we apply. To me, innovation isn’t just about fixing complexity; it’s about finding smarter, more effective ways to solve problems and create better solutions.

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A big part of that comes from being on the front lines. I make it a point to understand the perspectives of all stakeholders, not only decision makers, but also the people executing day-to-day tasks. Listening to the full range of voices reveals insights that can shape strategies around real challenges and opportunities.

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I also believe in being a jack of all trades. Having enough knowledge across roles allows me to engage in meaningful conversations with nearly anyone, empathize with their pain points, and contribute to solutions. By understanding those pain points, I focus on innovating through them, not around them, so that improvements truly address the core issues rather than creating temporary fixes.

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Creativity and innovation have played a central role in my success because they’ve allowed me to stay adaptable, build stronger connections across teams, and uncover opportunities others might overlook. Ultimately, they enable me to push the work forward in practical and impactful ways.

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How would you describe your leadership style, and how do you inspire your team?

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I’d describe my leadership style as growth-oriented, positive, and supportive. I believe in becoming 1% better every day, personally or professionally. Small, consistent improvements compound into meaningful progress, and I try to model that mindset with anyone I work with.

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Even in complex scenarios, I focus on positivity. Challenges are inevitable, but how I respond to them sets the standard for everyone around me. I keep perspective and encourage optimism, staying motivated and present even when the path forward isn’t easy.

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I view leadership as an opportunity to understand others’ perspectives, to walk in their shoes, and to be willing to absorb new knowledge at every stage. That mindset allows me to connect better, anticipate needs, and empower ownership.

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Always aim to lead by example: approach new projects with enthusiasm and grace, don’t ask of others things you would not do yourself, and show that growth and positivity are contagious.

How would you describe your leadership style and how do you inspire your team?

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I have been an entrepreneur my entire life and have always respected the leaders that were willing to roll up their sleeves and do the work with their team. I have always tried to carry that mentality with all the teams I’ve worked with. I’ll answer the phone, close a sale, hold myself accountable to the team members, and set goals that will stretch the team, but that I truly believe in. Many hands make light work, which is something my grandma instilled in me and entrusting your team to accomplish the goals by giving them support and encouragement has always been my approach.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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The advice I would give my younger self would be to immerse yourself in building mortgage knowledge and learn more communication skills. The mortgage industry has its own “language” and it took me several years to be able to understand the importance of being able to communicate effectively. There are so many roles in originating residential mortgages. Having a better understanding on how the business works from chatting with a borrower, building the proper file, and being compliant to underwriting, sales, marketing, and referrals. I was really fortunate in having an industry titan as a mentor early on. David Luna immensely helped me to acclimate and have the courage to grow our business into one of the largest education providers in the country. Find a mentor that will inspire and believe in you to achieve your goals!

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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It’s pivotal to innovate and use creative ways to conduct business in the mortgage industry. I always tried to relate to what an MLO wanted to see in an advertisement or marketing piece. If I personally wouldn’t go for a deal or promotion, then I didn’t include it in our campaigns when we were doing B2B to MLOs for education. I’d remind myself, if MLOs are giving the “best deal” to their borrowers we have to talk their language and give them the best value proposition. My time sitting at the board room table with companies with thousands of MLOs, down to the one person shop, helped me understand the common threads in how to put together a good offer. Companies, like people, are unique but appreciate doing business with you as a person. Building genuine relationships that last will help that innovation to the next level.

In what ways do you see yourself contributing to the future of your industry or field?

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My vision for the future of the mortgage industry is to modernize it — embracing AI and new technologies to create a seamless, client-first experience. Homebuying is already complex; securing a loan should be the least of a borrower’s worries. By integrating innovation with human connection, I aim to make the mortgage process faster, more transparent, and more accessible for every family.

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Equally, I am committed to shaping the next generation of leaders. As a woman, mother, and immigrant, I want to open doors for women and underrepresented professionals, ensuring leadership reflects the communities we serve.

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Over the next decade, my goal is clear: lead the industry in innovation, elevate the borrower experience, and empower others to achieve success — building an industry that is modern, inclusive, and transformational for families and professionals alike.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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“Remember why you started.”

Coming from a family of first-generation immigrants, I saw how hard my parents worked to save and buy their first home. That single step changed our family’s future and showed me how powerful homeownership can be in building generational wealth. Early in my career, I was so focused on numbers, production, and proving myself, that I sometimes lost sight of the bigger picture.

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The advice I’d give my younger self is to slow down, focus on relationships, and never underestimate the impact you’re making on someone’s life. Every loan isn’t just a transaction — it’s a milestone for a family, a stepping stone toward stability, and in many cases, the start of generational wealth.

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I’d also remind myself that challenges — whether it’s a tough market, personal sacrifices, or growing pains — are part of the journey. Don’t be afraid to take risks, embrace innovation, and trust that consistency will pay off. The setbacks that feel overwhelming in the moment will one day become the very stories that define your resilience.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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If I could go back in time, I’d tell myself to find my community early. The people who get it, challenge me, and cheer for me, even when I’m questioning my own path. It’s easy to think success is all about credentials and hustle, but what actually keeps you growing and grounded is connection.

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I’d look for mentors who see potential I can’t yet name, colleagues that make work feel like collaboration instead of competition, and peers that trade ideas instead of just business cards. These are the people who remind me my voice matters, especially when I’m surrounded by louder ones.

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And I’d remind myself that community doesn’t have to mean people in the same job or industry. Some of the best lessons come from parents balancing budgets, entrepreneurs building from scratch, and educators teaching the next generation to think critically. They shape how I see my work in ways no certification ever could.

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When you find your people, and help others find theirs, the work becomes less about climbing and more about building something that lasts.

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In what ways do you see yourself contributing to the future of your industry or field?

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I see myself contributing to the future of this industry by focusing on both the people we serve and the people who make the work happen. At the center of everything is the average American homeowner trusting us with their most important asset. Keeping that responsibility front and center guides the decisions I make and the way I show up every day.

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I also want to help foster a more diverse and inclusive industry. Bringing different perspectives and experiences to the table makes the work stronger, more innovative, and more reflective of the communities we serve. That means supporting colleagues from all backgrounds, mentoring where I can, and encouraging open dialogue so everyone’s voice is heard.

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Finally, I hope to contribute by helping our teams stay focused on purpose. It’s easy to get caught up in processes, metrics, and day-to-day challenges, but remembering why we do this (helping people secure their homes and financial futures) keeps the work meaningful. By combining a commitment to diversity and inclusion with a clear focus on homeowners, I aim to help the industry evolve in ways that are responsible, thoughtful, and sustainable.

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If I can contribute to an environment where people feel valued, innovation is encouraged, and the homeowner’s trust is never taken for granted, I believe I’m helping build a stronger future for the industry as a whole.

How would you describe your leadership style and how do you inspire your team?

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I lead with a mix of fun, creativity, and a little bit of healthy competition. My focus is making work feel like more than just work, and I try to create a culture where people actually look forward to showing up. That means hosting next-level team building events like Office Olympics, month-long Survivor challenges, Family Feud tournaments, and even real-life Squid Game competitions (without the gruesome eliminations, of course). I laugh when I think about some of the crazy things I’ve gotten people to willingly do: eat a preserved duck egg, run a full sprint through the office, or dance in front of their coworkers. All for bragging rights, maybe a couple hundred bucks, but most importantly: laughter. They do these things not because I force them (okay, maybe a little pressure), but because the environment feels safe to take part. I inspire my team by reminding them that while the work itself may not always be fun, the experience of being part of this team always can be.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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When I was younger, I always dreaded the question, “What do you want to be when you grow up?” because I never had an answer. Two days after high school graduation, I started as our office receptionist thinking it was just a job to get me through summer. Over a decade and a few different roles later, I’ve turned that “summer job” into a career. Along the way, I realized I have a passion for making people have fun, and this role as office manager gave me the chance to turn that passion into something I get to do every day. My advice to my younger self would be: bloom where you are planted. If you put your energy into where you are now, the right opportunities will grow from it, and you’ll figure out what you want to be as you grow up.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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I stepped into my role in 2020, just two weeks before COVID shut everything down. I had to figure out how to keep a previously in-person office feeling connected virtually, which meant experimenting with things like quarantine bingo, talent shows, TikTok dance competitions, and even a socially distanced drive-in movie night. That experience taught me that there are no rules when it comes to creating big office energy and keeping people engaged. These days, I push myself to top the last idea — whether it’s designing new team swag or making competitions more and more extravagant. Creativity is the key to making people feel connected, motivated, and excited to come back, because they know there’s always something unexpected around the corner.

How would you describe your leadership style and how do you inspire your team?

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I’d describe my leadership style as collaborative but accountable. I believe in setting a clear vision and measurable goals, then giving my team the autonomy and trust to deliver. I’m hands-on when they need support or guidance, but I avoid micromanaging because I want them to feel ownership over their work. I also lead with inspiration and invest time into my team. When people feel valued and challenged in the right way, they bring their best selves to the work.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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I see innovation and creativity as essential for staying competitive. I prioritize them by making space for experimentation — whether that’s adopting new technology, rethinking workflows, or encouraging my team to bring fresh ideas without fear of failure. For me, innovation isn’t about change for the sake of change, it’s about solving real problems better and faster. Creativity plays a role in how I connect with people, how I structure opportunities, and how I tailor solutions. That balance has been a big part of my success — helping me stay ahead of industry shifts while keeping my team engaged and adaptable

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In what ways do you see yourself contributing to the future of your industry or field?

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I see my contribution to the future of the industry in two main ways: by helping shape how professionals succeed in a changing market, and by driving innovation that improves client outcomes. The mortgage industry is evolving quickly with technology, regulation, and consumer expectations. My focus is on building teams and systems that advance our technology so our clients can adapt quickly — whether that’s through better features, stronger implementation and training, or creating resources where clients feel empowered to own their business. Over time, I want to be part of raising the standard for how our industry delivers value to both clients and professionals.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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Relationships are greater than transactions. Don’t just focus on closing loans; focus on building genuine trust. People will forget the rates, but they’ll remember how you made them feel.

Learn guidelines inside and out. Master Fannie, Freddie, FHA, VA rules early. The better you know them, the more solutions you can bring when others say no. That’s how you set yourself apart.

Invest in systems and processes early. Organization and automation will save you stress later. Don’t wait until you’re swamped to put good systems in place.

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Your reputation is your brand. Every deal, every client, every realtor builds (or chips away at) your reputation. Guard it like gold.

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Don’t chase every shiny object. Rates, products, and marketing fads will come and go. Stay steady, build your book of business, and let compounding relationships grow.

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Play the long game. One client today can become five more tomorrow, if you nurture them right. Think referrals and lifetime value, not just the deal in front of you.

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Take care of yourself. Burnout is real in this industry. Balance will make you sharper, better for your clients, and in it for the long haul.

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Work for a good company that lets you operate with good rates. The people that say lenders with great rates can’t close loans have high rates.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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I view innovation and creativity as essential, not optional, in building long-term success in the mortgage industry. The market, guidelines, and client expectations are always shifting, so standing still isn’t an option.

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I prioritize innovation by constantly evaluating our processes, asking, “Is there a faster, simpler, or more client-friendly way to do this?” That might mean adopting new technology, refining workflows, or developing fresh marketing strategies that connect with clients in more meaningful ways.

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Creativity comes into play in how I solve problems and find financing solutions. No two clients are the same, so thinking beyond a one-size-fits-all approach allows me and my team to deliver options that others might overlook.

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Both factors play a huge role in my success because they allow me to stay competitive, adaptable, and client-focused. By being open to new ideas and encouraging my team to share theirs, we’re able to create an environment that doesn’t just react to change, but actively drives it. That forward-thinking approach has helped us build stronger relationships, increase efficiency, and ultimately close more loans while elevating the client experience.

How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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Innovation and creativity are what keep us moving forward. They’re the spark that turns ideas into real, lasting value. For me, that means creating consistent feedback loops with my direct team, sales teams, leaders, and fellow marketers.

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You’ve probably heard the saying, “If you’re the smartest person in the room, find a bigger room.” I live by that. I prioritize learning, building relationships, and pushing myself to try new things that challenge me to grow. That constant cycle of curiosity and improvement isn’t just motivating, but essential for clarity, progress, and long-term success.

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In what ways do you see yourself contributing to the future of your industry or field?

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At UMortgage, we’re focused on continuously improving the client experience, empowering loan originators, and streamlining processes to deliver consistent results. In the years ahead, I look forward to playing a key role in driving that momentum forward.

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Beyond UMortgage, I’m committed to supporting the growth of marketers nationwide. Through the Marketers Meet Up community, I’ve seen firsthand the importance of connection and relationship-building. I’m passionate about creating a space where marketers feel welcomed, supported, and encouraged to ask questions, share experiences, and build the foundation for long-term success.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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You’re capable of more than you can imagine. When I first started in this industry, I had no idea what I was capable of. I knew I was a hard worker, loved getting things done, and cared deeply, but if you had told me then everything I’ve accomplished now, I wouldn’t have believed it.

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My advice: focus on making each day productive. Don’t get lost in the big picture, just keep taking one step forward. Over time, those steps add up, and you’ll be amazed at what you can achieve.

How would you describe your leadership style and how do you inspire your team?

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My leadership style comes down to three things: truth, transparency, and trust. Truth is about being direct and honest, even when it’s uncomfortable. I want my team to hear the full story, not just the easy parts, and I expect the same from them.

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Transparency means making sure people know the “why” behind our decisions. When the team members see the full picture, they can make better choices and move with confidence.

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When you lead with truth and transparency, you build trust. And trust is what allows people to stretch, grow, and deliver their best work. I try to create an environment where the team members feel supported but also challenged, where they know I’ll clear roadblocks for them and celebrate their wins. That’s what inspires people — not just the vision of where we’re going, but the trust that we’ll get there together.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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I’d tell my younger self to stop chasing perfection and start chasing progress. Early in my career, I thought the fastest way to gain credibility was to know all the answers. What I’ve learned is that real impact comes from asking the right questions, listening deeply, and surrounding yourself with people who challenge your thinking. I would also remind myself that creativity and strategy are not separate lanes — you can lead with both. Embrace the tension between innovation and execution. Speak up earlier. Take the leap when your gut tells you it’s time. And most importantly, don’t wait to build the table. Invite others to it, especially the ones who don’t look, think, or work like you.

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In what ways do you see yourself contributing to the future of your industry or field?

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The future of financial services is about people supported by technology. I want to lead change by uniting marketing, digital strategy, and product development so clients experience a seamless journey with measurable results. Just as important, I want to help reshape leadership in this industry. I plan to bring more women — especially women of color — into executive and decision-making roles. Representation creates opportunity, and I am committed to mentoring, sponsoring, and opening doors so the next generation can see themselves reflected in leadership and know they belong there.

In what ways do you see yourself contributing to the future of your industry or field?

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Looking to the future, my professional ambitions are guided by two interconnected passions: a relentless drive for innovation and a deep-seated commitment to mentorship.

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On one hand, the desire to innovate never fades. I am determined to continue pushing boundaries, challenging the status quo, and seeking out creative solutions to the complex problems our industry faces. The world doesn’t stand still, and neither can we. Staying at the forefront of change and actively shaping what comes next is a challenge that continues to energize me every single day.

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On the other hand, I believe that true success is measured by the positive impact we have on others. Innovation without succession is a job half-done. Because of this, I feel a profound responsibility to mentor the younger generation of professionals. Sharing the knowledge I’ve gained — both from my wins and my failures — is essential. I want to empower emerging talent, helping them navigate their careers and cultivate their own innovative mindsets.

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Ultimately, my goal is to create a lasting legacy, not just through the work I do, but by inspiring and equipping the leaders of tomorrow to surpass it.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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For me, creativity and innovation aren’t just buzzwords; they’re the lifeblood of any thriving organization. I hold a deep conviction that stagnation is the single greatest threat to long-term success. The moment a team or company believes it has perfected its process is the moment it becomes vulnerable. Markets shift, technologies evolve, and customer expectations are constantly rising. Resting on past achievements is a recipe for being left behind.

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In my work, I consistently challenge the status quo and encourage my team to do the same. I foster an environment where new ideas are explored, calculated risks are taken, and “the way we’ve always done it” is never an acceptable answer. This relentless pursuit of improvement and forward momentum is crucial. It’s how an organization not only survives but leads its industry, ensuring it remains relevant, competitive, and dynamic for years to come.

How would you describe your leadership style and how do you inspire your team?

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My leadership style is built on accessibility, accountability, and respect. I make myself available to listen, and I do my best to ensure my team members feel supported while setting clear expectations and communications pertaining to performance. I believe in being respectful but demanding when it comes to holding team members accountable for their commitments. As a leader, it’s important to proactively celebrate wins and address challenges on an ongoing basis.

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In terms of inspiring my team, I believe inspiration comes from trust. My team knows that nothing goes unnoticed under my watch and that both accomplishments and areas for improvement will be shared constructively. I like to lead by example, which means I’m regularly self-evaluating and evolving/improving to show my teams that growth never stops. This combination of clarity, consistency, and support creates a culture where people feel challenged, valued, and motivated to succeed.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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Innovation and creativity are central to how I lead. I challenge my teams daily to think differently, not only to focus on the task at hand but also on “what’s next.” That proactive mindset has led to breakthroughs in efficiency, cost savings, and customer service. I encourage open communication and constructive feedback, creating space for ideas to surface and be tested. Doing something well and having consistent metrics are important, but innovation often comes from questioning the status quo and exploring new ways to achieve results. My role is to support, guide, and clear the path so my teams can bring creative solutions forward. Success has come not from avoiding challenges, but from facing them with a balance of discipline and innovation.

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In what ways do you see yourself contributing to the future of your industry or field?

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The mortgage industry’s future depends on leaders who balance operational efficiency with human connection. I see my contribution as continuing to transform how teams are built and managed — emphasizing trust, proactive communication, and accountability. As technology evolves, I want to ensure we use it to empower people rather than replace the personal side of the business. I also hope to influence leadership standards in the industry by modeling respectful but demanding leadership, where teams are supported, challenged, and recognized. Beyond my own company, I want to share best practices and mentor others, helping raise the bar for how we lead, innovate, and serve customers in this evolving field.

How would you describe your leadership style and how do you inspire your team?

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I see myself as a collaborative leader who values openness, new ideas, and continuous growth. My goal is to create an environment where team members feel heard, supported, and empowered to take ownership of their work. Rather than managing from above, I work alongside the team as a mentor, offering guidance, sharing insights, and removing obstacles. I welcome two-way feedback and encourage innovation so every member feels engaged and able to contribute meaningfully.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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In Production Support, I believe innovation and creativity are critical to long-term success. I encourage the team to approach challenges proactively, focusing on root causes rather than quick fixes. This mindset drives higher customer satisfaction and strengthens product resilience. By automating repetitive tasks, we create space to tackle complex issues and deliver more stable releases. I also promote continuous learning, encouraging training and knowledge sharing across teams so we remain current with product updates and emerging features. This development ensures we provide effective client support and long-term product reliability.

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In what ways do you see yourself contributing to the future of your industry or field?

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With more than a decade of experience in the mortgage industry, I’ve seen how origination and reporting processes have evolved. I believe my contribution lies in leveraging data analytics and reporting to further transform these areas. My goal is to deliver more insightful, data-driven reporting that empowers customers to make informed decisions and adopt value-focused strategies. By improving transparency and efficiency, I hope to drive smarter business outcomes and strengthen trust across the industry.

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If you could go back in time, what advice would you give your younger self starting out in the industry?

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I would remind my younger self that domain knowledge is just as important as technical skills. It’s not enough to master programming or tools — you also need to understand the broader context and the “why” behind the problems you’re solving. That perspective allows you to develop better, more practical solutions instead of surface-level fixes.

How would you describe your leadership style and how do you inspire your team?

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Each person has unique skills and value to add — that’s why you hired them after all! I believe it’s important to put yourself in other people’s shoes when you are a leader, and lean into people’s strengths. I also keep in mind that at the end of the day, people have lives outside of their careers, and that can impact who they are at work. Transparency and open communication around areas of both strength and weakness ultimately allow a team to continue growing while advancing skills and earning mutual respect.

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Trusting your own instincts as well as your team’s, and listening carefully when your team is excited about a good idea, or maybe worried about a negative trend, is key. Being able to understand their unique perspectives and how that can contribute to our broader goals is important to me as a leader. I also think this mentality inspires people, instilling trust rather than trying to fit anyone into a “one size fits all” box. If you can lead by example and speak up when things aren’t right, while also providing praise and confidence when things are great, your team will be empowered to do the same.

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In what ways do you see yourself contributing to the future of your industry or field?

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This year, I attended my first women in mortgage-centered event and felt very empowered by the strength and intelligence of many other peers and women in this industry. Additionally, there are so many young professionals who may need a mentor or manager to help them not only navigate the mortgage and real estate industry, but also their marketing expertise, a full-time career and balancing each of these things with their personal life accordingly. As a full-time working mother, I hope some of my learnings and experiences can contribute positively to others who are navigating these same ambitions, joys, and challenges.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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Innovating can be difficult when you and your team are executing a huge variety of day-to-day tasks. At the same time, you can’t lead a marketing team without creativity!

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Personally, I have found that being around other creativity — whether that’s reviewing new announcements from others in the industry or even consuming non-industry media like TV and music — helps me step outside whatever task I may be working on and expand my ideas to make them better. For my team, I will often repeat that there are no bad ideas — sometimes we laugh because, well, there are! But having an openness to hear ideas from other perspectives is extremely important to the overall prioritization of innovation and creativity in my own work and across the team.

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The goal is to foster fresh thinking and collaboration, which will naturally drive innovation and creativity and ultimately lead to success.

Can you share some of the honoree's long-term career goals and what they hope to achieve in the next five to 10 years?•

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Reynaldo has set ambitious goals for the next five to 10 years. He envisions expanding the company’s footprint nationally, with a focus on creating greater access to mortgage products for underserved communities. By leveraging technology, data-driven strategies, and personalized service, he hopes to bridge the gap between traditional lending practices and the evolving needs of today’s borrowers.

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In addition to business growth, Reynaldo is deeply committed to cultivating the next generation of leaders within the mortgage industry. His long-term career goals include developing mentorship programs, fostering a culture of professional growth, and equipping his team with the tools to thrive in a competitive market.

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Reynaldo also aims to position his company as a recognized industry leader in compliance, efficiency, and customer satisfaction. Ultimately, his vision is not only to grow the organization’s market share but to create lasting value for clients, employees, and the communities the company serves. By aligning strategic expansion with a people-first philosophy, Reynaldo is determined to leave a legacy of trust, opportunity, and sustainable growth.•

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How would the honoree describe their leadership style and how do they inspire their team?•

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Reynaldo emphasizes collaboration and vision. He believes in setting clear goals, providing his team with the tools to succeed, and then empowering team members to take ownership of their work. By fostering an environment of trust and open communication, he encourages innovation and ensures every team member feels valued for their contributions.

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Inspiring a team, Reynaldo notes, begins with leading by example. He consistently demonstrates the work ethic, resilience, and professionalism he expects from his organization. He also makes it a priority to mentor his team, sharing insights from his own journey in the industry and reminding them that challenges are opportunities for growth. His ability to remain calm under pressure and maintain focus on long-term goals motivates his staff to do the same.

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Ultimately, Reynaldo views leadership not as directing from the front, but as guiding alongside his team. His passion for helping families achieve homeownership fuels his drive to inspire those around him, creating a culture where excellence, service, and innovation thrive.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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I’d tell my younger self to walk into every room with confidence, even when you’re the youngest person in the room or still finding your footing. Early in my career, I often felt like I needed to earn the right to speak up or contribute ideas. But looking back, I realize that fresh perspectives are exactly what make teams stronger.

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Confidence doesn’t mean knowing everything; it means trusting that you bring value, even while you’re learning. I’d remind myself that curiosity and enthusiasm are just as powerful as experience, and that the best ideas often come from those willing to ask the “why” and “what if” questions.

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So, I’d tell her: take that seat at the table, share your ideas boldly, and don’t underestimate how much you already bring to the conversation.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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For me, innovation and creativity are at the core of effective marketing, they’re what keep things fresh, engaging, and meaningful. I like to approach projects with an openness to trying new ideas, whether that’s testing a different campaign format, rethinking a brand message, or finding new ways to connect with our audience.

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I also believe creativity thrives in collaboration. Some of the best ideas come from team conversations or brainstorming sessions where everyone feels comfortable sharing and building off each other’s thoughts. I make it a priority to create space for that, to ask questions, encourage feedback, and celebrate experimentation, even when something doesn’t go exactly as planned.

Innovation isn’t just about doing something new for the sake of it, it’s about finding smarter, more authentic ways to tell our story and support our goals. That mindset has been key to my success and to keeping our marketing strategy moving forward.

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That’s shaped so much of my own professional journey.

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Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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In the next five to 10 years, I hope to continue growing in my role, expanding both my marketing expertise and my understanding of the industry as a whole.

Growth and education have always been important to me, and I plan to continue that by taking advantage of my local university’s marketing classes to deepen my skill set and stay current in an ever-evolving field.

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I also want to reflect that same commitment to learning in how I lead my team. My goal is to create an environment where curiosity is encouraged and people feel supported in exploring new opportunities that help them grow.

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When individuals feel empowered to keep learning, it not only builds confidence but also drives creativity and stronger results across the team. For me, success means evolving together, both personally and professionally.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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If I could go back, I’d tell my younger self to be patient and trust the process. Not everything happens overnight, and that’s okay. Every challenge and setback along the way isn’t a failure, it’s a chance to learn and get better. I’d also remind myself to lean on mentors and surround myself with people who inspire me; the right relationships can make all the difference in how quickly you grow.

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How would you describe your leadership style, and how do you inspire your team?

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My leadership style is collaborative and relationship-driven. In project management, processes matter, but trust is what makes everything work. I focus on building strong connections so my team knows I have their back. When people feel valued, they collaborate more openly and take real ownership. I lead by being transparent, setting clear goals, and celebrating wins along the way. When trust is there, projects run smoother, and people are motivated to give their best.

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Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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In the next five to 10 years, I see myself advancing into higher-level leadership roles. My focus is on driving operational excellence, scaling processes to support growth, and aligning projects more closely with strategic business goals. I want to be in a position where I’m not just managing execution but influencing the direction and long-term success of the organization.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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I prioritize innovation and creativity by looking for ways to improve processes and solve problems more efficiently. In project management and operations, it’s not just about following procedures, it’s about finding smarter ways to get things done, anticipating challenges, and adapting when unexpected issues arise.

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In what ways do you see yourself contributing to the future of your industry or field?

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I see myself helping shape the future of the industry by finding smarter ways to get things done and creating systems that actually make people’s work lives easier. I love figuring out how to streamline processes, solve tricky problems, and keep projects moving smoothly while keeping the team motivated and engaged. If I can bring a mix of operational excellence and a bit of creative thinking to the table, I think that’s how I can make a real impact.

How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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We’re actively exploring the wide range of automation tools available in the market and have already integrated several into our team’s workflow.

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These solutions have helped streamline processes and improve overall efficiency. In addition, AI continues to play a transformative role across industries, and we’re focused on identifying ways to harness its potential in underwriting. By leveraging this technology, we aim to make our operations more efficient and ultimately serve more borrowers with speed and precision every day.

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In what ways do you see yourself contributing to the future of your industry or field?

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At Newrez, we’ve built a strong Junior Underwriting program, and I’m proud to have played a key role in its development. My focus is on cultivating the next generation of mortgage underwriters who are empowered to find ways to say “yes” to loans, communicate proactively with our sales and operations partners, and embrace the AI tools we’re implementing to drive efficiency and success. It’s about equipping our team with the mindset, skills, and technology to thrive in a fast-paced industry and deliver exceptional service to our borrowers.

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How would you describe your leadership style and how do you inspire your team?

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I don’t subscribe to a single, fixed leadership style. Instead, I adapt my approach based on the task at hand and, more importantly, the individuals I’m leading. Every team member is unique, and what motivates or supports one person may not work for another. My first priority is understanding what each employee needs to succeed, and from there, I tailor my leadership style to help them achieve their goals.

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I lead with purpose, foster trust, and stay grounded in authenticity. When people understand the “why” behind decisions or changes, they’re far more likely to align with the vision and move forward together. Trust, to me, is a mutual commitment. I communicate openly, even when the message is difficult, and I expect the same honesty in return. If someone makes a mistake, I’d rather they come forward so we can resolve the issue quickly for our sales partners, and then focus on coaching and growth afterward.

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Above all, I prioritize strong relationships. We spend a significant portion of our lives with our teams, so I make space for real conversations, shared laughter, and learning about each other’s lives outside of work. That human connection is the foundation of a thriving team.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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The advice I would give is to be open to new technology and changes. Ten or eleven years ago, online apps emerged for the first time, and a lot of people were hesitant to use them. Now, the same is happening with AI. It’s important to adapt and accept technology as it appears to stay with the trends and give your clients the best experience possible.

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How would you describe your leadership style and how do you inspire your team?

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I’d say I lead by example. I make sure that I’m working hard and taking care of our clients, even if it means working off hours or on weekends. If I’m super responsive, my staff will pick it up and mirror it, making for a dedicated and hardworking team.

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Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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I want to be able to offer my clients a one-stop shop for any of their real estate or mortgage needs. I want to be licensed to lend in all 50 states; being able to offer more services in more places increases our range and ability to serve clients, and that’s always the direction I want my company to be going.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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It’s very important to me to stay adaptable and not be afraid of change in order to invest in the future. As a business owner, I often encounter situations where I need to either continue with an inefficient system or revamp entire processes to better reflect the current situation of both my company and the world. I make sure I’m not afraid to spend some time or money to look into new services or find a new way of doing things if it’ll be better for the company in the long run.

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In what ways do you see yourself contributing to the future of your industry or field?

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I’ve started a course to train newcomers on the ins and outs of the mortgage and real estate industries. I think investing in the younger generation is important for the future of the industry, and this is a fun, stable, and rewarding career that I want to share with others.

If you could go back in time, what advice would you give your younger self starting out in the industry?

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I’d tell my younger self to stay curious and play the long game. The mortgage industry can feel complex and slow to change, but that’s also what makes it full of opportunity for people who take the time to truly understand it.

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Early on, I was focused on outcomes — the next deal, the next milestone — but I’ve learned the real value comes from relationships and perspective. I’d remind myself to listen more than I speak, to learn from every role (no matter how small it seems), and to always connect the dots between people, process, and technology.

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Finally, I’d say: Don’t underestimate how much this industry rewards consistency and integrity. The people who build trust over time — with clients, partners, and teammates — are the ones who make the biggest impact.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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At Blend, I prioritize innovation by creating space for experimentation. We talk openly about what’s not working, share client feedback early, and collaborate across sales, product, and operations to turn insights into real solutions. Creativity, for me, isn’t about big brainstorming sessions — it’s about empowering people to see a better way of doing things and giving them permission to try.

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Those habits have been critical to our success. The IMB division has grown by staying agile and adapting to what our customers actually need, not just what’s on the roadmap. In a market that’s constantly changing, innovation isn’t a side project — it’s how we stay relevant, resilient, and trusted by our clients.

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Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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Over the next decade, my goal is to continue helping modernize how financial institutions serve their customers — making lending more transparent, efficient, and human. I want to play a leading role in shaping how technology and AI can elevate the relationships that define this industry.

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In the long term, I want my impact to be measured not just in revenue or growth metrics, but in the people and teams I’ve helped build — and in how our collective work has made homeownership simpler and more accessible for more families.

Can you share some of your long-term career goals and what you hope to achieve in the next five to 10 years?

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Over the next five to ten years, my career goals are centered on growth, impact, and building something that lasts. I want to scale my company into a recognized brand that not only serves clients with excellence, but also creates an environment where loan officers and partners feel supported, challenged, and proud to be part of the team. For me, success isn’t just measured in production numbers; it’s measured in reputation, relationships, and the opportunities we create for others.

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A long-term goal is to expand our footprint regionally, city by city, with offices that are deeply connected to their local markets while unified under one culture. I also want to position myself and my company as thought leaders in the mortgage space, through education, training, and public speaking. By breaking down complex topics and making them approachable, I can help both professionals and consumers make smarter decisions, which ultimately elevates the industry.

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Equally important, I want to use this growth to give back. Whether through mentorship, philanthropy, or creating career pathways for the next generation of professionals, I see leadership as a responsibility to open doors for others.

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In short, my five-to-10-year vision is about scale with integrity: building a company that’s bigger, stronger, and more influential, while staying rooted in the values that got me here — relationships, resilience, and continuous learning.

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How do you prioritize innovation and creativity in your work, and what role do these factors play in your success?

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The role innovation and creativity play in my success is simple: they’re multipliers. Great service is the baseline; what elevates you is the ability to bring new perspectives and solutions to the table. That’s what builds trust, attracts talent, and keeps clients and partners coming back.

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The mortgage business is constantly evolving—rates shift, technology advances, consumer expectations change—and the people who succeed are the ones who adapt the fastest. I prioritize innovation by questioning how things can be done better, faster, and with more clarity for both clients and partners.

Creativity shows up in how I solve problems and how I build relationships. For me, creativity isn’t just about ideas; it’s about execution. It’s taking a concept and turning it into a system, a tool, or a message that drives results.

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Read more: Trait's Of An A-Z Loan Originator