Crystal Adair

VP Loan Fulfillment
Evergreen Home Loans

How do you define success, and how has that definition evolved over time?

Earlier in my career, I measured success by numbers. Volume, growth, and checking the next box felt like the goal. While those metrics still matter, my definition of success has changed over time.

Today, success means building something sustainable. It looks like teams who feel supported, borrowers who feel genuinely cared for, and processes that allow people to do their best work without burning out. It also means consistency and trust, not just speed or recognition.

Success now includes balance. Being able to show up fully for my work while also honoring my life outside of it matters more than it ever did before. Most importantly, success means leaving things better than I found them, whether that is a system, a team, or someone’s experience with homeownership.

How has your leadership style developed over the years, and what principles guide you?

My leadership style has evolved from leading by example to leading by empowerment. Early on, I felt pressure to have all the answers. Over time, I learned that the strongest leaders create space for others to think, grow, and succeed.

What’s a leadership lesson you learned the hard way?

One of the hardest lessons I learned was that being a good leader does not mean carrying everything on your own. Early in my leadership journey, I tried to protect my team from discomfort and solve every problem myself. That approach was exhausting and ultimately limiting.

I learned that avoiding difficult conversations only creates bigger challenges later. Growth requires honesty, even when it feels uncomfortable in the moment. Once I embraced that, my relationships became stronger and my teams became more confident.

What’s the proudest moment of your career so far?

My proudest moments are centered around people. Watching team members grow into leaders, gain confidence, and take ownership of their roles is incredibly meaningful to me.

I am proud of the culture we continue to build, one rooted in accountability, collaboration, and care. Creating an environment where people feel supported while still being challenged to grow is something I take great pride in.

Patrina Amato

VP, Servicing
United Wholesale Mortgage

How do you define success, and how has that definition evolved over time?

Early in my career, I based success solely on how many goals my team and I were able to reach. While goals are important and can act as a guiding force to reach desired outcomes, they don’t tell the whole story. Over time, I realized success truly means creating a meaningful impact on others. Now, I focus on making a difference for others at all levels, from team members to clients to the wider industry as a whole. This mindset, while still remaining milestone-driven, allows my team and I to raise the bar with purpose and prioritize lasting results.

How has your leadership style developed over the years, and what principles guide you?

When I first started as a leader, the path toward success was very linear, with a right and wrong way of doing things. As I’ve grown, I’ve come to understand that there is not a single, designated path to success. Often, our best outcomes arise when those around us are empowered to pursue success in their own way. Everyone has different strengths and holds a different perspective on overcoming obstacles. Providing space and support for team members to leverage these differences in a positive way ensures that we can reach high standards and deliver exceptional results, even if the routes are different.

What’s the proudest moment of your career so far?

My proudest moment is blending two worlds I cherish — leading in the mortgage industry and building a family with three little ones at home. I’m proud that I’ve created a life where I can give my best at home and in my career. Knowing I can nurture my family life and team success is my greatest achievement. Being able to juggle being a wife, mother, friend, and leader all in the same 24 hours — and aid in making significant strides moving the industry forward — is pretty neat when you think about it!

Shelby Bohannon

VP of Customer Success
Argyle

How do you define success, and how has that definition evolved over time?

Success, to me, is knowing that the work I’ve helped build continues to deliver meaningful value for customers, teammates, and the broader mortgage ecosystem. Early in my time at Argyle, success was very tangible: onboarding our first mortgage customers, solving implementation challenges as they came up, and proving we could make income verification better and faster.

As the company grew, my definition expanded into a broader vision. Now it’s about building repeatable frameworks that allow hundreds of lenders to achieve measurable ROI while maintaining a high-quality, personalized customer experience. It means significantly reducing verification costs while earning trust as a long-term strategic partner, not just another technology vendor.

How has your leadership style developed over the years, and what principles guide you?

My leadership style has evolved alongside the growth of Argyle and the customer success team.

I lead with clarity, empathy, and accountability. I prioritize ensuring people understand not only what they’re responsible for, but why it matters to customers and the business. I’m people-centric in my approach, believing that when team members feel supported and trusted, they deliver their best work. By balancing accountability with trust and transparency, I’ve built a team that delivers strong outcomes while continuing to develop its own leadership skills.

What’s a leadership lesson you learned the hard way?

One of the biggest lessons I learned was knowing when to give up control and trust my team. Early on, directly involving myself with every customer relationship made sense and helped establish quality and consistency. But as time passed, empowering others became essential to sustaining the organization’s growth.

I learned that strong customer success depends on building systems and trusting my team to make decisions and deliver results, even when that means stepping away from work I enjoyed doing myself. Developing tools and repeatable playbooks allowed the team to move faster and more consistently than any individual effort could.

That shift reshaped how I think about leadership. It’s not about solving every problem personally or having all the answers — it’s about creating an environment where others can succeed. Giving my team members room to build confidence and sharpen their own judgment ultimately led to better outcomes for our customers.

Rebecca Clapham

Chief Operating Officer
Citywide Home Mortgage

How has your leadership style developed over the years, and what principles guide you?

My leadership style has shifted from being the primary problem-solver to being the enabler of problem-solvers. Early on, my instinct was to immediately dive into challenges. People appreciated the help, but it didn’t necessarily develop their capabilities. I learned to ask questions instead of providing immediate answers. I started giving teams authority to implement their solutions rather than requiring approval at every step. Three core principles now guide my approach. First, decisions should be made as close as possible to where the work happens. The people dealing directly with customers and processes often have the best insights. Second, trust must be earned but should be given generously. When you show confidence in people’s judgment, they typically rise to meet that confidence. Third, systems should empower rather than constrain. I focus on removing obstacles and giving people the resources they need to succeed. This approach requires letting go of control in some areas, which can be uncomfortable, but the results speak for themselves.

What’s a leadership lesson you learned the hard way?

The hardest lesson was learning that my greatest strength could become my greatest limitation. Being known as the company’s firefighter was flattering. I took pride in my ability to resolve complex operational challenges quickly. And I still jump in from time to time when the situation demands or I’m asked to. But I discovered this approach was preventing organizational growth. People would wait for me to solve problems instead of developing their own solutions. Challenges would escalate to my desk that could have been handled at lower levels if teams were given authority and confidence. I realized that for every problem I solved, I was preventing someone else from learning how to solve it. I was creating dependency rather than capability. Stepping back when my instinct was to step in was difficult. It meant watching people struggle with challenges I could quickly fix. Allowing that struggle was essential for building a stronger organization. Now I focus on equipping people with decision-making frameworks rather than making decisions for them. The hard lesson was that real leadership often means doing less.

Karen Collins

Executive Vice President, Chief Operating Officer — Mortgage Division
First Financial Bank

How do you define success, and how has that definition evolved over time?

I was 22 when I began my career in mortgage lending and joined First Financial Bank 14 years ago. Over time, my definition of success has evolved from individual achievement to something far more meaningful: elevating the people around me.

In this season of my life, success looks like learning how to inspire colleagues to grow and achieve by building a culture rooted in collaboration, teamwork, and excellence. When top-down leadership is approached with that mindset, an organization is poised to deliver best‑in‑class service and sustain a strong culture through any cycle. Success also extends beyond my career. It includes a fulfilling family life, health, and meaningful relationships … I’m still learning how to balance it all. I’m fortunate to have an incredibly supportive family, and any professional recognition I receive is a reflection of that foundation.

What’s a leadership lesson you learned the hard way?

Early in my career, I learned that even with the best intentions, being driven, outspoken, and imaginative can have unintended consequences, especially when you’re young. I had to learn that talent alone isn’t enough; respect is earned, and relationships matter. I was fortunate to have a leader who cared enough to guide me through those early mistakes and help me grow from them. I always say now, that back in those early years, I “spent a lot of time in the principal’s office” — but I am very grateful for that today. Those experiences reinforced an important lesson: you can’t make a meaningful impact without first building trust and respect. A healthy, high‑performing culture depends on both.

What’s the proudest moment of your career so far?

When I reflect on my career so far, I don’t think of a single moment as much as the impact over time. The ripple effects of small, everyday moments often aren’t visible at the time, but they always share one constant: people. I’ve celebrated meaningful career achievements and milestones that I’m proud of, but they don’t compare to the moments of collaboration, teamwork, encouragement, and belonging that accompanied them.

Holly Decardenas

VP of Architecture
LoanLogics

How has your leadership style developed over the years, and what principles guide you?

Three principles guide my leadership: transparency, empowerment, and leading by example. I believe people do their best work when they understand the why behind decisions, when they’re trusted with real ownership, and when they see their leaders willing to roll up their sleeves alongside them.

Earning my MBA while working full-time was a turning point. It helped me see my role differently — not just as a technologist, but as someone who bridges the gap between technical teams and business strategy. I learned to communicate in both languages, which has been invaluable in aligning what we build with where the company needs to go. My style has become more collaborative over time, focused less on having the answers and more on asking the right questions to help my team find them.

What’s a leadership lesson you learned the hard way?

Learning to delegate was genuinely difficult for me. I love writing code, and certain projects were deeply personal — I architected them from the ground up and felt a sense of ownership that made it hard to let go. But I eventually realized that holding on too tightly created problems. I was a single point of failure, which made the team vulnerable. Sharing the work meant better feedback on code changes, fresh perspectives I wouldn’t have considered, and — most importantly — it gave others the opportunity to grow.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

I hope to see more women rising to C-level positions within fintech and mortgage technology. As our industry becomes increasingly automated, the human elements — culture, collaboration, process efficiency — become even more critical. I believe women are uniquely positioned to lead in these areas, bringing perspectives that strengthen teams and improve how organizations operate.

Denise Donoghue

Branch Manager
Benchmark Mortgage

How do you define success, and how has that definition evolved over time?

Denise Donoghue strives for transparency and dedication, endeavoring to share everything she knows about the mortgage industry with anyone in need of knowledge. She prides herself on “pulling back the curtain” for clients and peers.

Donoghue launched the Nerd Academy, which has helped loan officers throughout the United States grow their businesses, spot weaknesses, and function in a highly effective manner. With her team, she is committed to weekly meetings, so everyone remains on the same page, operates at the highest level, and supports one another in achieving all goals. She also hosts monthly classes and truly wants to share her knowledge and experience so others may thrive in this industry she is so passionate about. Donoghue leads with knowledge and operates with an abundance of heart.

How has your leadership style developed over the years, and what principles guide you?

Donoghue has grown her team from three members to 15. That growth demands innovation, and she’s answered the challenge without hesitation. She is happy to work alongside the rest of the team, seeing what is working and accepting what is not, and resolving to lead it through changes.

Donoghue has made a tangible impact on many within her team. She pushed some to take on a role they didn’t see themselves capable of succeeding within. They are now thriving, financially secure, and giving back to their family in ways they couldn’t have imagined. Donoghue spots great potential and pours into her staff so they grow to be the best version of themselves.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

Donoghue strives to innovate and improve all aspects of the mortgage experience for the client and the programs used by the team. She has made adjustments, even on the most micro level, that led to greater cost efficiencies for the client. She’s always finding new ways to save time for both client and co-worker while never undercutting the experience or result.

Pam Forrester

Senior Vice President, Division Operations
First American Mortgage Solutions

How do you define success, and how has that definition evolved over time?

For me, success is a journey of constant learning and growing. My approach certainly changed over the years. When I started out, my idea of success was based on titles and the belief that I needed to be perfect in my profession. As I progressed, I learned to focus on the feeling of accomplishment, one activity at a time. Every day is a new experience, and when my register tally has more positive items than negative, I consider that a success.

How has your leadership style developed over the years, and what principles guide you?

I primarily leverage a servant leadership style. It is the one I am most comfortable with and which is especially suited to the First American culture. Over the years I have learned that servant leadership does not mean doing the work for others but paving the way for them to be successful. I feel very strongly that it is important to build a community within my organization. A place where everyone feels safe asking questions, engaging others, and solving problems together. A servant leader engages a people first approach through integrity, empathy, listening, teaching, empowering, stewardship, and vision. This also means I have to grow and learn with those I serve. The challenge is knowing when to leverage other leadership styles as the situation arises.

What’s a leadership lesson you learned the hard way?

Patience. I would love to be able to yell “Charge!” and have others follow me to victory. I am very competitive and want to win. That doesn’t mean I have all of the answers. Instead, I need to lean on my team’s expertise and find a solution together, which sometimes takes time. Learning to be patient wasn’t easy. There were failures along the way. I didn’t listen when concerns were raised or others offered their lessons learned. I find value now in being patient. Having diverse input and perspectives leads to better decisions, faster implementation, and ultimately a more successful outcome. Patience allows me to pause, gather feedback, and then move forward with a team aligned with the same goal and a better winning strategy. I will continue to work to add patience to my toolkit.

Julie Fry

Chief HR Officer
Fairway Home Mortgage

How do you define success, and how has that definition evolved over time?

Julie Fry inspires and uplifts others through her extraordinary commitment to mentorship, advocacy, and creating meaningful opportunities for growth. As CHRO, she consistently advocates for employees at every level, ensuring Fairway remains a place where people feel valued, heard, and supported in both their personal and professional journeys. Through her leadership of Fairway’s Women’s Empowerment Group, she has created a vibrant community of more than 500 women, offering connection, education, and encouragement to help them rise with confidence. Julie also mentors leaders across the organization, offering wise counsel, steady guidance, and an ear that brings clarity and calm.

How has your leadership style developed over the years, and what principles guide you?

Fry demonstrates exceptional leadership through unwavering commitment to Fairway’s culture, people, and purpose. She leads with a rare blend of courage, compassion, and clarity, shaping an environment where employees feel valued and empowered to grow. Fry serves as a master encourager and leader-coach, modeling consistent integrity, emotional intelligence, and an ability to bring calm in the midst of chaos. Fry’s leadership ripple effect is undeniable: strengthening culture, fostering belonging, and driving meaningful growth. She improves lives, builds stronger teams, and sets a powerful standard for what servant leadership in the mortgage industry can and should look like.

What’s the proudest moment of your career so far?

Fry’s career in human resources began more than two decades ago, rooted in a passion for people, culture, and organizational transformation. From the start, she established herself as a strategic leader skilled in engagement, change management, and developing others. A key milestone in her career came in 2016 when she became a Fairway Ignite Life and Leadership Coach, deepening her impact by helping employees grow personally and professionally. Fry’s career is defined by purpose, heart, and a profound commitment to people-centered leadership. Fry invests deeply in people, championing their strengths, advocating for their success, and inspiring the next generation of leaders to lead with heart, courage, and integrity.

Kelly Futrell

Marketing Manager, Retail Division
American Heritage Lending LLC

How do you define success, and how has that definition evolved over time?

Early in my career, I defined success by outcomes: titles earned, campaigns launched, and goals achieved. That definition has evolved. Today, success means continuous growth, learning, and intentional progress. It’s about committing to meaningful goals, staying disciplined, and achieving results without taking shortcuts.

Success now reflects building something sustainable and impactful. While performance still matters, how results are achieved matters just as much. Leading with integrity, accountability, and purpose has become central to my definition of success.

Success is an ongoing process. It’s measured by progress made, value created, and the ability to positively influence teams and organizations over time, knowing the work done today contributes meaningfully to long-term success.

What’s a leadership lesson you learned the hard way?

Leadership is about growth, adaptability, and inspiring those around you. Even as a leader, there is always room to learn, improve, and refine your approach. I’ve learned that being open, approachable, and willing to collaborate builds trust and encourages others to do their best work. Leadership requires confidence, humility, and the ability to guide your team with clarity and purpose. It’s about creating an environment where people feel empowered, supported, and motivated to take ownership and achieve results. True leadership is measured by your team’s growth, the strength of your relationships, and the positive impact you create, not by perfection in every decision.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

I hope to see continued progress in creating inclusive leadership pathways for women in mortgage lending, particularly in executive, operational, and strategic roles. While women contribute significantly across the industry, there remains an opportunity for greater representation at the decision-making level. As the industry evolves, I’d like to see a sustained emphasis on leadership development and mentorship that supports advancement into senior and executive positions. By fostering transparency around growth opportunities and recognizing strong performance, organizations can ensure women are supported, visible, and prepared for long-term leadership success, benefiting both individual companies and the industry as a whole.

Toni Gast

Marketing Manager, TPO
American Heritage Lending

How do you define success, and how has that definition evolved over time?

I define success as following through — on my word, my actions, and the plans and goals I set for myself and others. Success, to me, is rooted in accountability and consistency. If I commit to something, seeing it through matters. That definition has evolved over time and with experience. Earlier in my career, success was often tied to big milestones, titles, or visible wins. As I’ve grown, I’ve learned to value progress just as much as outcomes. I now recognize that small wins, steady improvement, and staying aligned with my values are just as meaningful as major achievements. Success today looks like building trust, making an impact, supporting others, and acknowledging growth along the way, both professionally and personally. Celebrating those moments, big and small, has become an important part of how I measure success.

How has your leadership style developed over the years, and what principles guide you?

I never set out to be a leader, and for a long time I didn’t even see myself as one, and in some ways, I still don’t. What I’ve learned over time is that leadership doesn’t always look like having all the answers or being the loudest voice in the room.

My leadership style has developed naturally through connection. I’m most comfortable building relationships, asking questions, sharing my perspective honestly, and being open about both my strengths and my shortcomings. I believe vulnerability creates trust, and trust creates strong teams. The principles that guide me are integrity, approachability, and authenticity. I aim to be relatable, open, and accessible, while staying true to my values and holding myself accountable. If people feel heard, respected, and supported, I believe meaningful progress and leadership follow, often without needing a title.

Dana Gross

Chief Administration Officer
Consolidated Analytics Inc.

How has your leadership style developed over the years, and what principles guide you?

My definition of leadership has developed through years of self-reflection and a wide range of experiences, both positive and challenging. These moments shaped my belief in servant leadership, where success is measured by how well I support, empower, and enable others to grow and perform at their best.

Earlier in my career, leadership felt more transactional and role-based. Over time, experience taught me that effective leadership is less about control and more about trust, empathy, and influence. Challenging situations, in particular, reinforced the importance of listening, adaptability, and learning from those around me.

What’s the proudest moment of your career so far?

The proudest moment of my career was attending and presenting at my first board meeting in 2019. Walking into that room as the only woman was both daunting and empowering. It was a defining moment that reinforced my confidence, validated my voice, and made me acutely aware of the responsibility and opportunity that comes with representation.

That experience became a turning point for me. It motivated me to be more intentional about advocating for women in leadership and creating space for diverse voices at the table. I realized that success is not only about personal achievement, but about who is lifted along the way.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

I want to see structured mentorship programs, particularly in industries like mortgage and technology, where women are still underrepresented in leadership and technical roles. These programs should connect women with experienced leaders who can offer real-world insight, advocacy, and support not just advice, but sponsorship and access.

Equally important are programs that focus on the skills women need to thrive and advance. This includes technical competencies and critical soft skills such as communication, negotiation, confidence-building, and strategic thinking. Developing these skills early helps women take risks, pursue leadership paths, and navigate complex, male-dominated environments with confidence. Women can do and have it all, and I hope my daughter sees that clearly as she embarks on her professional journey.

Abbey Hearn

SVP of Pod Operations
Renovo Financial

How do you define success, and how has that definition evolved over time?

Success, to me, is defined by the growth and fulfillment of the people around me. Having the opportunity to share institutional knowledge and help guide new members of the team is incredibly rewarding, and I want people to feel as comfortable, confident, and fulfilled at Renovo as I do. Over time, my definition of success has shifted from individual achievement to collective growth. I’ve learned that when you invest in helping others reach their goals, personal success follows.

How has your leadership style developed over the years, and what principles guide you?

My leadership style has evolved into one rooted in trust, humility, and servant leadership. I came to Renovo from a sales background with zero industry knowledge, and I’ve been incredibly lucky to have had some of the best mentors in the industry guiding me along the way. They are never too busy to answer questions, provide constructive feedback, or help me navigate challenges, and I truly wouldn’t be the leader I am today without them.

What’s a leadership lesson you learned the hard way?

One of the hardest leadership lessons I’ve learned is the importance of understanding your audience and the context of a conversation. Early on, I underestimated how the same message can land depending on the situation and dynamics at play. I’ve learned effective leadership isn’t just about being clear or well-intentioned, it’s about being thoughtful with when, where, and how you communicate. Being more intentional about audience and setting has made my communication stronger, built more trust, and helped me lead more effectively.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

I hope to see more women represented across the industry, especially in leadership roles. Bringing more women into the space, investing in mentorship, and ensuring women have a voice in a traditionally male-dominated industry would be a huge step forward. Creating environments where women feel supported, encouraged to ask questions, and empowered to lead, much like the environment I’ve been fortunate to experience here at Renovo, will ultimately make the industry stronger and more inclusive.

Tikva Hope Sekezi

Broker Owner
Vivid Mortgages Inc.

How do you define success, and how has that definition evolved over time?

For a long time, I defined success by achievement — working hard, reaching goals, and proving myself in a demanding industry. As a woman mortgage broker, success felt tied to results and recognition. Over time, my understanding of success has deepened and become far more personal.

Today, success means helping families create stability and comfort through homeownership. As a mother of five, I understand what a home truly represents — it’s not just a property, but a place where children feel safe, routines are built, memories are made, and families grow together. That understanding fuels how I work and why I work hard for the families I serve.

How has your leadership style developed over the years, and what principles guide you?

My leadership style has evolved from managing every detail to fostering an environment where the right people — aligned with the right values — can thrive autonomously. Leading with integrity is non-negotiable: aligning words with actions, making tough ethical decisions, and creating a space where the team feels safe, valued, and motivated to perform their best.

What’s a leadership lesson you learned the hard way?

One of the most defining leadership lessons in building our company has been learning that trust must be balanced with accountability and clear boundaries. Early in my career, I believed success meant working harder, giving more of myself, and saying yes to every opportunity or request. I invested heavily in supporting employees, partners, and clients, often overextending myself in the process.

I also learned another difficult reality: you can invest time, mentorship, and hard-earned experience into developing someone, only to see them take that knowledge to a competitor. Training people, sharing proprietary processes, and helping them grow — only to watch them leave — was disappointing, but it reshaped how we build our culture today.

Trust without structure can be misunderstood or exploited. Leadership requires intentional balance. Our company culture now emphasizes support and responsibility. We celebrate every closing, underwriting battle won, and borrower who becomes a homeowner, but we also operate with clear expectations, accountability, and mutual respect.

Shawn E. Janda

Regional Sales Manager
Logan Finance

How do you define success, and how has that definition evolved over time?

My definition of success has evolved from individual performance to building teams where people step into their greatness. Today, I define success as fostering team growth by helping individuals recognize their strengths, build confidence, and rise to their potential. In sales leadership, particularly within a complex and ever-changing industry, belief is powerful. When people understand their value, trust their capabilities, and feel supported, they perform at a higher level and learn to lead with greater clarity and integrity.

As a leader, I focus on creating an environment where individuals are encouraged to grow, take ownership, and see themselves as contributors and future leaders. Success is reflected when team members rise beyond their own expectations, support one another, and positively impact clients and colleagues alike.

For me, the true measure of success lies not just in performance numbers, but in watching individuals shine when they are empowered. When people recognize their strengths and believe in their ability to rise, they elevate those around them — creating a ripple effect that extends far beyond just simple performance stats.

What’s the proudest moment of your career so far?

My proudest moments have been watching the individuals on my team recognize their worth and set high standards that have propelled them to success and influence beyond what they imagined.

I love the simplicity of the “Golden Rule” and strive to focus on mentorship, encouragement, and support. I’ve seen team members gain confidence, take ownership, and show up every day better than the day before. They make me want to be a better leader because they strive to be the best they can be.

This isn’t a singular moment, however. It stands out because it reflects the kind of leadership I value: helping others believe in themselves, rise to their potential, and positively impact those around them. Seeing them exceed their own expectations is both humbling and deeply rewarding, and it reminds me why developing people — not just results — is the greatest measure of success.

Lori Johnson

COO
DocMagic

How do you define success, and how has that definition evolved over time?

Early in my career, success meant execution — delivering on commitments, earning trust, and building systems that worked reliably. I focused on being someone others could depend on and on getting the details right.

That foundation hasn’t changed, but my definition has grown. Today, success means improving the mortgage process in ways that genuinely help lenders and borrowers, and building operating workflows that support teams even as the market shifts.

Success has also become more people-centered. It’s not just about what I deliver personally, but what I help others achieve along the way.

What’s a leadership lesson you learned the hard way?

I’ve learned that strong leadership means translating complexity into something teams and clients can rely on. That lesson reinforced the importance of building systems and frameworks that support scale without disrupting operations. When expectations are clear and execution is consistent, teams can perform well even under intense pressure.

I’ve also learned that leadership isn’t just about setting high standards; it’s about supporting people along the way. Mentorship, skill development, and confidence-building are essential if you want excellence to be sustainable over time.

What’s the proudest moment of your career so far?

What stands out most to me is seeing years of work translate into real operational impact when the industry needed it most. When lenders were under pressure to adopt digital mortgage solutions quickly, our teams delivered experiences that were predictable, efficient, and supportive, even under demanding conditions.

I’m particularly proud of the work we’ve done to strengthen and expand DocMagic’s eClosing implementation model. Improving deployment speed while minimizing disruption for clients is not easy, and seeing that effort make a meaningful difference for lenders has been incredibly rewarding.

I’m also proud of the culture we’ve built and the growth I’ve seen in people along the way. Mentoring women across the organization and seeing them gain confidence, build technical skills, and step into leadership roles is one of the most rewarding parts of my work.

Recognition is appreciated, but the moments that matter most are when clients succeed, teams thrive, and the organization raises the bar for operational excellence.

Anna Kara

CEO/Sr. Mortgage Planner
Anna Kara Inc.

How do you define success, and how has that definition evolved over time?

For more than 26 years, Anna Kara has not just worked in a male-dominated industry — she’s redefined it. Relentless in her vision and unrivaled in her execution, Anna has shattered ceilings, rewritten standards, and risen as one of the most influential voices in the mortgage world.

How has your leadership style developed over the years, and what principles guide you?

Kara has inspired and supported others in profound and lasting ways. Through mentorship, she has opened doors for countless young professionals — especially women — who needed someone to believe in their potential before they could see it themselves. She guides new agents, loan officers, and entrepreneurs with honesty, real-world wisdom, and the steady encouragement that builds confidence and character.

As an advocate, she uses her own journey to show others what is possible, speaking openly about her challenges so people understand that their beginnings do not define their future. Her story has become a source of strength for immigrants, working mothers, and anyone fighting to claim their place in the world.

What’s the proudest moment of your career so far?

Kara arrived in the United States in 1997 as an immigrant with nothing but determination and the willingness to outwork any obstacle. By the age of 18, she was already grinding — building her career from the ground up with grit, humility, and an unshakable belief in what was possible.

Today, she is the definition of strength and resilience.

A devoted mother of three, a loving wife, a loyal friend, and a woman who has mastered the art of balancing family, leadership, and ambition.

Throughout her journey, Kara has earned numerous awards and industry recognitions — but her greatest achievements are the lives she has transformed. Her work, her heart, and her purpose have empowered countless families, inspired her community, and proven that where you start never determines how far you can rise.

Sophie Kim

EVP, Lending Operations
CV3 Financial Services

What’s a leadership lesson you learned the hard way?

The toughest lesson I’ve learned is: do not delay the hard things — especially when someone asks for help. Years ago, I was running a sales team, and one of my quietest loan officers came to me with a concern on a file. He wasn’t the one who usually took up the air in the room, and I was juggling a dozen urgent fires, so I told him I’d circle back. He asked again. I pushed it one more day. That file turned into one of the biggest customer issues we’d ever had. The downstream impact touched operations, borrowers, partners — far more people than it ever should have.

I still think about that. Not because of the problem itself, but because he did exactly what we ask people to do: speak up when something doesn’t feel right. And I didn’t handle it well. Now, I try to remember that a few focused minutes today can save weeks of cleanup tomorrow. And every voice, not just the squeaky wheels, deserves my time and attention.

What’s the proudest moment of your career so far?

My proudest moments have come in the most painful seasons. Navigating COVID, the closure of our prior company, and the reality of layoffs were some of the hardest chapters of my career. There’s no playbook that makes those conversations easy, but there is a choice in how you show up. I remember pushing back when decisions felt rushed or purely financial, advocating for more humane timelines, clearer communication, and as much dignity as possible for the people impacted. We couldn’t change every outcome, but we could change how people were treated on the way there.

What makes me proud is not a single metric or milestone. It’s the fact that, when we rebuilt and launched a new company, many of those same people chose to come back and work together. To me, that’s the truest reflection of whether you led well in the hardest moments. Anyone can lead when things are booming. Leading with empathy, honesty, and steadiness when everything is uncertain — that’s the work I’m proudest of.

Karen Lewis

VP, Underwriting
American Heritage Lending

How has your leadership style developed over the years, and what principles guide you?

My leadership style has evolved most significantly over the past eight years. Experience taught me that strong leadership isn’t about managing everyone the same way; it’s about understanding individuals and meeting them where they are. I focus on recognizing both strengths and areas for growth and working through them together. Building trust and confidence is essential; without that, leadership becomes ineffective. People need to feel supported before they can accept feedback or direction. The principles that guide me weren’t learned in a classroom. They come from life experience, self-reflection, and the foundation I gained through a 12-step program, honesty, accountability, patience, and empathy. Those values shape how I lead and how I support my team.

What’s a leadership lesson you learned the hard way?

One of the most important lessons I learned was that trust cannot be rushed or assumed. It has to be earned over time through consistency and follow-through. Without trust, leadership becomes transactional rather than meaningful. I learned that people are far more receptive to guidance when they feel respected and understood. Trust creates space for honest conversations, growth, and accountability. Once broken, it’s difficult to rebuild, so I’ve learned to treat it as one of the most valuable parts of leadership.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

I tend to view advancement differently from most. While technology continues to evolve, I believe our industry already has many tools designed to make the job easier. For women in mortgage lending, I’ve always believed opportunity has existed for those willing to put in the work. When I started nearly 40 years ago, women held leadership roles, and that remains true today. Progress, in my view, comes down to individual drive, consistency, and integrity. My hope is that the industry continues to value experience, work ethic, and commitment, regardless of gender. If you work hard and stay focused, there are opportunities to grow and succeed.

Heather Lovier

Chief Operating Officer
Rocket

How do you define success, and how has that definition evolved over time?

Heather Lovier is a trusted, future-focused leader at Rocket whose career has been defined by solving complex problems through technology and operational excellence.

Lovier began her Rocket career in 2003 as a young loan analyst who naturally gravitated toward problems others found too complex. She quickly built a reputation for asking hard questions, seeking better solutions and elevating ideas that pushed the company forward.

How has your leadership style developed over the years, and what principles guide you?

Lovier’s leadership is rooted in genuine care, accountability, transparent visibility, and unwavering support. She has been successful in steering her teams toward personal growth and collective achievements.

Having navigated the tech industry as a woman, she understands the challenges of breaking into leadership roles and ensuring her voice was heard. These experiences have fueled her confidence and authenticity as a leader. She champions a culture where diverse perspectives are celebrated and where progress is driven by lifting one another up.

Lovier actively mentors and advocates for women in technology, encouraging them to pursue opportunities that stretch their skills and expand their influence. She is committed to creating an environment where women feel empowered to take risks, lead boldly, and challenge industry norms, believing the next era of technology will be shaped by those who think differently — and that women are poised to play a transformative role.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

Lovier is known for redefining the homeownership experience by bringing technology, operations, and strategy together in new ways. She has been a driving force behind Rocket Mortgage’s AI-powered transformation, leading Banking, Rocket Close, Client Experience Operations, and other operational teams with clarity, curiosity and an unwavering focus on clients.

Under her leadership, Rocket is simplifying complex moments of the mortgage journey. Her teams are redesigning how people find, transact, and finance their homes, removing friction and tailoring experiences to each client’s needs.

Sue Meitner

CMB President and Founder
Centennial Lending Group

How do you define success, and how has that definition evolved over time?

Success, to me, has never been about competing with anyone else — it’s about competing with who I was yesterday. Early in my career, I measured success by traditional milestones: growth, recognition, and professional achievement. While those things still matter, my definition has evolved to something far more meaningful.

Today, success is about alignment. It’s knowing that I’m growing as a leader while staying true to my values, showing up with integrity, and doing work that genuinely helps people move their lives forward. It’s about building something sustainable — not just a business, but a reputation rooted in trust, impact, and service.

As a mother, success also means being a positive role model for my children. I want them to see what hard work looks like, but also what resilience, empathy, and purpose look like. I want them to know that success isn’t just what you achieve — it’s how you treat people along the way and how you use your platform to lift others.

What’s a leadership lesson you learned the hard way?

One of the most important leadership lessons I learned the hard way is that achieving a goal doesn’t always mean it will fulfill you.

For years, I worked toward running my own company and becoming a CEO. I believed that was the ultimate marker of success and leadership. When I finally achieved it, I was proud — but I realized something unexpected: it wasn’t what made me happiest or most effective.

What’s the proudest moment of your career so far?

Launching Centennial Lending Group in the midst of a mortgage industry collapse was one of the most challenging and defining moments of my professional life. Starting an IMB company during such uncertainty required courage, resilience, and an unwavering belief in doing things differently. Seeing CLG not only survive but thrive — and being named to the Inc. 5000 list of Fastest Growing Companies for four years — was a powerful validation of our vision, our people, and our commitment to doing right by our clients.

Dawn Meshel

EVP Operations & Enterprise Execution
Plaza Home Mortgage

What’s a leadership lesson you learned the hard way?

One of the most important lessons I learned was the importance of addressing conflict early. Avoiding difficult conversations rarely makes issues disappear, it usually makes them bigger. I’ve also learned to remember that people are people. Everyone makes mistakes, and effective leadership requires looking at situations from multiple perspectives before responding.

How has your leadership style developed over the years, and what principles guide you?

My leadership style has become more seasoned and strategic over time. Early in my career, leadership was often about solving problems quickly. Today, it’s about trusting my leaders, digging deeper to understand the root cause behind challenges and guiding teams with clarity rather than reaction. The principles that guide me are trust, accountability, and thoughtful decision-making.

What’s the proudest moment of your career so far?

I truly believe my proudest moment hasn’t happened yet. Every stage of my career has been about growth, learning, and pushing forward. I’m still motivated by what’s ahead. That mindset keeps me focused, curious, and committed to continuous improvement for myself and for the teams I lead.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

I hope to continue seeing more women move into executive leadership roles across the mortgage industry. While the industry has traditionally been male-dominated, progress is being made. True progress is creating an environment where everyone has equal opportunity to grow, contribute, and lead.

Anneta Pope

Chief Brand Officer
Atlas VMS

How do you define success, and how has that definition evolved over time?

I define success as elevating others in a way that makes them feel seen, heard, and valued. It’s about creating an environment where people feel their voices matter and their contributions are recognized.

Early in my career, I measured success monetarily — it was about financial achievement and personal advancement. But years of experience working under exceptional and ineffective leaders reshaped my perspective. I learned that impact, not income, is the more meaningful metric. I learned that the joy is often in the journey.

How has your leadership style developed over the years, and what principles guide you?

My leadership style has evolved into one deeply collaborative and rooted in active listening. I’ve learned that to truly motivate people, you have to understand what drives them individually. People thrive when they feel accepted, recognized, and valued. This means taking the time to listen and understand where someone is coming from. Often, when you truly listen, you discover the issue runs deeper than you originally thought. It’s not as easy as it sounds, but it’s essential. My goal is to help people be their personal best and feel genuinely seen and heard.

What’s a leadership lesson you learned the hard way?

One leadership lesson I learned the hard way was being overly focused on the bottom line. Financial performance absolutely matters, but experience has taught me that if you consistently do the right things — build strong relationships, develop good daily habits, identify inefficiencies, and move the needle forward in meaningful ways — the bottom line follows. When you commit to excellence every day, the results tend to meet and exceed expectations.

What’s the proudest moment of your career so far?

It’s hard to narrow it down, but I’m especially proud of the people I’ve helped elevate into new roles who are now thriving and achieving success on their own. Seeing someone grow into their potential — and knowing you played a part in creating the opportunity or providing the support that helped them get there — is incredibly rewarding. Those individual successes feel like shared wins.

Priya Seenath

Chief of Staff to the CEO
Sagent

How do you define success, and how has that definition evolved over time?

By redefining Sagent’s quality assurance processes, modernizing code delivery, and driving operational consistency, Priya Seenath set a new bar for what disciplined customer-centric execution looks like. She leads with integrity and resilience, guides through change with clarity, and embodies Sagent’s core values of being relentless, reliable, relevant, and respectful. Her impact is not only organizational — she’s shaping the future of mortgage servicing.

Seenath’s journey began in Trinidad and Tobago, evolving into a 20+ year career in U.S. banking and mortgage servicing, where she built a reputation as an expert in data quality, servicing operations, and customer experience. She held pivotal leadership roles, including SVP, Servicing at Freedom Mortgage, where she drove operational excellence and helped grow one of the largest servicing portfolios in the country.

How has your leadership style developed over the years, and what principles guide you?

Seenath is a once-in-a-generation transformational leader whose impact is felt across Sagent and throughout the industry. She leads with a rare blend of empathy, precision, and operational excellence. Seenath elevates every team she touches — from engineering and product to customer-facing groups — by redesigning workflows, strengthening execution, and championing a culture of accountability and innovation. Her leadership was pivotal in the Dara launch, the first mortgage platform to unify all data and user experiences across the full servicing lifecycle.

Her leadership style — grounded in service, integrity, and empowerment — creates opportunities for others to grow, thrive, and believe that nothing is impossible.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

Overseeing continued excellence of current platforms while simultaneously driving innovation for Dara.

Seenath is a high-impact executive, a true mentor, and advocate for the next generation of women in the mortgage industry. She is committed to uplifting women and dedicates unmatched time to coaching, advising, and advocating for emerging leaders.

She actively contributes to the company’s business resource group, Sagent Women in Finance & Technology, sharing guidance on executive decision-making and navigating career challenges. She makes herself available to women at every stage of their careers, offering candid advice and instilling confidence in those who seek her mentorship.

Susie Sensenbach

EVP of Human Resources
American Financial Network Inc.

What’s a leadership lesson you learned the hard way?

While traditional HR training often presents situations in binary terms, my professional experience has shown that many challenges exist within a gray area requiring a more nuanced approach.

I have learned that effective resolution depends on resisting snap judgments and instead conducting comprehensive evaluations from every perspective. By remaining open-minded and considering each stakeholder’s unique frame of mind, I can approach conflicts with empathy and objectivity. This allows me to think creatively and identify outside-the-box solutions that balance organizational policy with the human element.

What’s the proudest moment of your career so far?

I take pride in identifying and hiring individuals who, despite having zero prior experience, possess a strong work ethic and a clear desire to succeed. I value assisting them in launching their careers and then witnessing their growth as they develop into leaders within AFN and beyond. It has been my privilege to help many current AFN superstars find their path and excel; seeing them achieve their potential brings me immense satisfaction and joy.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

The mortgage industry and supporting technology continue to evolve. We anticipate several key advancements that will streamline the lending process for borrowers and increase the diversity of available loan products. The enhanced efficiency derived from these changes will accelerate loan closings, empowering our lending teams to increase their monthly origination volume. This market expansion and increased efficiency will, in turn, create new opportunities within our organization. We remain committed to fostering an inclusive environment that supports and promotes women in leadership roles, ensuring diverse perspectives drive our continued growth and innovation.

Danielle Susini

Chief Operating Officer/Chief Compliance Officer
Foundation Mortgage Corp.

How do you define success, and how has that definition evolved over time?

Early in my career, I defined success in very traditional terms: volume, titles, and growth metrics. I measured it by how fast I could build something, how much I could produce, and how many problems I could solve in a day. Today, success is about impact. It’s about building systems that make people’s jobs easier, creating environments where teams feel supported, and helping others grow into roles they never thought possible. It’s about leaving something better than I found it.

How has your leadership style developed over the years, and what principles guide you?

My leadership style has evolved from “drive and fix” to “listen and build.” Early on, I led from urgency. I was hands-on, deeply operational, and often the one jumping in to solve every problem. That approach can move mountains, but it can also limit the growth of others.

Over time, I learned that true leadership is less about control and more about clarity. My role became creating structure, setting direction, and removing obstacles so others can perform at their best. I shifted from being the solution to building the framework that allows solutions to emerge.

What’s the proudest moment of your career so far?

Throughout my career, I’ve had the opportunity to create channels from the ground up, design operational frameworks, and scale businesses quickly. Those accomplishments matter. But the moment that stays with me is realizing that the culture and systems we built were strong enough to carry forward during my most personal battle — my recent health journey.

During treatment, I saw leaders step into ownership. I watched teams protect one another, communicate openly, and solve problems without waiting for direction. That’s when I knew the work had meaning beyond performance.

It confirmed that leadership isn’t about visibility. It’s about durability. It’s about creating something that continues to serve people even when you’re not in the room.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

I hope the next five years bring a more human-centered mortgage industry. We are already seeing incredible progress in automation, data, and efficiency. The next evolution should focus on inclusion, flexibility, and sustainable careers.

Eva Tapia

Senior Vice President, Auction
ServiceLink

How do you define success, and how has that definition evolved over time?

Earlier in my career, success for me was more narrowly defined. It meant hitting targets, delivering projects on time, and demonstrating personal competence. I felt success was tied to being deeply involved in everything. Metrics, promotions, and visibility were the primary goals. Those measures still matter, but I’ve learned they are outputs, not the ultimate goal. Now, success to me is about setting direction, making high-quality decisions with imperfect information, and trusting capable leaders to execute. Today, I believe success is less about what I personally accomplish and more about how effectively I enable others to perform, grow, and lead. If the team succeeds without needing constant oversight, I view that as a win! Ultimately, success at this level means leaving the organization stronger, more adaptable, and better led than when I found it and doing it with integrity.

What’s a leadership lesson you learned the hard way?

Earlier in my career, I believed that strong leadership meant having the best answer and pushing for it decisively. In one situation, I moved quickly on a strategic decision that logically made sense but did not bring key stakeholders along. The plan ultimately stalled, not because it was wrong, but because people didn’t feel heard or invested in it. The lesson was humbling; alignment is not automatic and authority doesn’t replace engagement. Even at senior levels, people need context, inclusion, and the opportunity to challenge. When that’s missing, execution suffers.

Since then, I’ve learned to slow down at the front end, asking more questions, stress-testing ideas with diverse perspectives and building shared ownership before committing. Leadership isn’t always about winning the argument; it’s about strategizing and organizing people toward a shared outcome.

Dee Toal-Brothers

Chief Executive Officer
LYNK Mortgage

How do you define success, and how has that definition evolved over time?

Early in my career, success meant making the right decisions quickly, often out of necessity. As part of a smaller team, I was deeply involved in day-to-day decision-making across operations, which shaped my understanding of the business. As the organization grew, my definition of success evolved. Today, success is building systems and teams that do not rely on any one person, creating clarity for borrowers, and empowering leaders to make confident decisions. The launch of LYNK Mortgage reflects that evolution, bringing focus and transparency to borrower-facing services while supporting long-term scalability. Success now is measured by sustainable performance, strong culture, and the trust earned from clients and employees alike.

How has your leadership style developed over the years, and what principles guide you?

My leadership style has grown alongside the company. In the early days, leadership was hands-on and highly involved, driven by the needs of a lean team. As the organization expanded, I shifted toward building structure, developing leaders, and trusting teams to own their roles. The principles that guide me today are clarity, accountability, and respect. I believe people perform best when expectations are clear, communication is open, and leadership is accessible.

What’s the proudest moment of your career so far?

One of my proudest moments is seeing the company reach over $1 billion in loans repaid, a milestone that reflects disciplined execution, strong underwriting, and long-term borrower trust. Equally meaningful is watching team members grow into leadership roles, many having started in entry-level or support positions and now leading critical functions. Those moments confirm that building people alongside processes creates lasting success.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

I hope to see wider representation of women in executive and strategic roles across the industry, especially in operations, capital markets, and technology leadership. I also want to see structured mentorship and sponsorship programs become commonplace, helping women build networks, gain exposure to decision-making tables, and move into roles where they can shape the future of lending.

Mya Tran-Harter

Senior Vice President
Intercoastal Mortgage

How do you define success, and how has that definition evolved over time?

Success once felt very transactional to me, measured in production, momentum, and recognition. Early in my career, I defined success by how much I could produce, how quickly I could grow, and how indispensable I could make myself. That drive built credibility, discipline, and a deep respect for the work.

Today, success is about lifting others and building something greater than myself, especially other women. It’s creating space at the table and making sure it stays open. It’s using experience and influence to support women at every stage of their careers … through mentorship, advocacy, or simply reminding someone of their own capability when they forget it.

How has your leadership style developed over the years, and what principles guide you?

Early in my leadership journey, I thought being a good leader meant having my hands in everything. I micromanaged because I cared deeply, but also because, as a woman, I felt pressure to prove I had everything covered. If something went wrong, I assumed it would reflect on me. That mindset built resilience, accountability, and discipline, but wasn’t sustainable. It limited growth.

Today, my leadership style is grounded in trust. I believe great leaders put the right people in the right seats and then get out of their way. I’m intentional about surrounding myself with people who challenge my thinking, offer diverse perspectives, and are comfortable disagreeing with me.

What advancements do you hope to see in mortgage lending over the next five years, particularly for women in the industry?

Over the next five years, I hope to see mortgage lending evolve in how we define and recognize success. Historically, our industry has measured achievement primarily by production and volume. While those metrics matter, they are incomplete; they overlook leadership, mentorship, and long-term impact.

For women in the industry, I would love to see success measured more holistically. Metrics like client trust, team development, retention, advocacy, and community impact deserve the same recognition as volume. When we broaden the definition of success, we create more inclusive pathways for women to lead, grow, and build sustainable, fulfilling careers.