Women Leaders in Mortgage in NZ | Elite Women

Across the cohort, influence stems from the ability to build durable businesses, develop talent and contribute to a more capable profession.

Mortgage professionals nationwide nominated female leaders for the 2026 list. Following an editorial review of all submissions, NZA selected 39 women whose work distinguished them.

Industry leaders point to a broader definition of influence. Elyce Peters, founder and head mortgage adviser of The Mortgage Girls, believes high-performing leaders deliver strong client outcomes while building sustainable businesses and teams. “She doesn’t just win personally; she creates pathways for others to succeed, too,” she says.

For Loan Market McCallum & Co’s senior mortgage adviser, Becs McCallum, the definition revolves around impact and sustainability. “It doesn’t matter if you’re a solo operator, lead adviser or business owner; it’s about being a business architect,” she says. “It’s that shift from just doing the work to actually shaping the craft.”

McCallum mentions several characteristics that distinguish this year’s Elite Women:

• The multiplier effect: “She’s not a lone wolf. Whether she’s mentoring a junior or just building incredible systems, she creates a business that can deliver world-class service without her having to answer every single phone call.”
   

• High-touch, high-trust: “In a market as tight-knit as New Zealand, she’s a connector. She leads with empathy and transparency. I think that’s why we’re seeing so many women at the very top of the customer service rankings right now.”
   

• Giving back: “She isn’t just taking from the industry; she’s building it up. Whether that’s through formal mentoring or just being honest about her real-life business hurdles, she’s advocating for a more professional, advice-led sector.” 

“Ultimately, the outcome isn’t just a trophy; it’s a legacy,” adds McCallum. “It’s about building a brand that clients trust and a career where the next generation of men and women alike can actually see a long-term future.”

Both industry insiders point to a market that continues to strengthen female representation while retaining the relationship-driven characteristics that distinguish New Zealand globally. The country ranks fifth globally for gender parity, with 82.7% of the gap closed, and remains the only economy in its region to feature in the top 10, according to the 2025 Global Gender Gap Index.

Peters notes that more women are entering the profession and moving into leadership roles than was the case when she started her business over a decade ago, contributing to a more visible and influential presence across the sector. McCallum adds that the country’s smaller, reputation-led environment enables women to excel and punch well above their weight.

Nationally, the gender pay gap has narrowed to 5.2%, though disparities remain significantly higher for Māori, Pacific, Asian and disabled women. Globally, women hold just over one-third of senior management roles, underscoring both measurable progress and the limits of current leadership pipelines. The proportion of businesses led by female CEOs remains lower, at 21.7%, highlighting the distance still to travel at the highest leadership tier.

Yet both leaders see room for structural improvement. Peters highlights the importance of sustained collaboration across the sector, while McCallum identifies a need for clearer pathways that support progression from employee to business partner, ensuring emerging talent can translate capability into long-term leadership.

Peters says, “New Zealand’s tall poppy syndrome is real, and as an industry it’s important that we not only hold each other accountable but actively support one another. There is enough business for all of us.”
 

Poonam Kumar, director and financial adviser at Auckland-based iXCEL Financial Solutions and a repeat awardee, identifies credibility as an early test for female leaders entering a sector long led by men. Establishing professional authority often depends on sustained performance, particularly where senior representation remains limited. Kumar underlines the challenge goes beyond technical expertise to maintain an authentic leadership style while balancing the professional and personal responsibilities many women carry.

She says, “Early in my career, I often faced situations where I had to work harder to prove my credibility, to demonstrate that knowledge, professionalism and strategic thinking have no gender.”

Industry leaders say the biggest barriers to who enters the profession and how long they remain include flexibility stigma, unconscious bias and burnout risk.

“Women still carry a disproportionate share of caregiving responsibilities, and while progress has been made, the industry hasn’t fully normalised flexible leadership or non-linear career paths,” explains Peters. “That said, the momentum is real. More women are stepping into leadership, so the focus now should be on ensuring this progress is sustainable and supported, rather than relying on women to simply push harder.”

Globally, women are more than 55% more likely than men to take career breaks, often linked to parenting responsibilities, a pattern that continues to influence leadership pipelines.

For debut Elite Woman Jenny Campbell, country manager at Finsure, the most difficult thing about being a woman in the mortgage industry is “carving out a space to network with other women and finding leading women who are prepared to mentor and support new entrants to the profession.”

To address that, the leader of the country’s newest aggregator  spearheaded the launch and expansion of the Women in Finsure initiative in New Zealand, a program designed to promote equality, opportunity, and inclusion within the adviser sector. Under her leadership, the initiative has grown from a sold-out launch event at Auckland’s Soul Bar to a nationwide movement supporting scholarships, mentoring, and professional development for female advisers.

Operational expectations present another retention challenge. McCallum highlights that the long-standing culture of constant availability can make sustained careers difficult, particularly for advisers balancing leadership with life outside the business.

“The idea that you have to be available at 8 p.m. on a Sunday to be elite is a massive barrier,” she says.

Increasingly, advisers are redesigning how their businesses operate, placing greater emphasis on tailored guidance and long-term client trust.

Fellow Elite Woman 2026 Jen Qu has taken that approach further, helming the rebrand of QC Financial Services to MortgageGPT, a move intended to reflect a more tailored model of advice supported by technology and human connection. 

Over the past year, her team settled over $50 million in residential lending, driven largely by repeat clients and professional referrals. Much of the director and senior mortgage adviser’s work focuses on first-generation migrants and small business owners whose circumstances often fall outside traditional lending frameworks, requiring structured solutions and closer advisory support.

Qu identifies business ownership as an area where representation remains limited, with fewer women holding senior leadership roles or running their own financial advice firms. That lack of visibility can restrict access to mentors with relevant experience, particularly for advisers in establishing businesses while adapting to a new country and professional environment.

“That can make it harder to find mentors who truly understand your experience,” she says.

There is a common set of developments already improving women’s progression into leadership.

• Advice-led regulation: The transition to the Financial Advice Provider licensing regime has helped move the sector away from transactional sales and towards a model grounded in diligence and client care, creating a more level leadership environment.
   

• Greater visibility: Consistent recognition of women has strengthened leadership pathways and reinforced the profession as a viable long-term career.
   

• Peer networks and recognition platforms: Industry awards and adviser-led communities elevate performance and leadership while widening professional support.
   

• Flexible operating models: Business structures that accommodate different life stages are enabling more women to lead without stepping away from the profession.
   

• Ownership pathways: Expanded routes to equity and business leadership are helping translate advisory capability into lasting influence.

One Elite Woman whose career reflects many leadership traits is Auckland-based Max Money Group managing director Rachael Alexander. Through deliberate expansion and sustained performance, she has built a track record defined by commercial growth and advisory depth.

Over the past year, she extended her home loan operation into asset finance, strengthening broker capability and broadening the options available to clients.

“The biggest shift in my career was deciding to back myself and step away from the safety of a corporate path,” she explains. “Building my own business forced me to own every decision, outcome, mistake and success. There was nowhere to hide, but that responsibility sharpened how I think, how I lead and how seriously I take the impact of my work.”
 

“I don’t see finance as a transaction or a product; I see it as a tool that shapes people’s lives, often in ways they don’t realise at the time”
Rachael AlexanderMax Money Group

Strategic partnerships with car dealerships, often difficult entry points, have created new channels for growth and positioned her firm as a trusted collaborator. That mindset carries into her client work. “I spend a lot of time helping clients understand what’s really going on, not just what they’re being offered. If I’ve made a difference, it’s because clients feel clearer, more confident, and better equipped to make decisions that move them forward.”

Alexander also invests in adviser development, mentoring emerging professionals and maintaining high-performance standards across her team. The approach has produced record client satisfaction and conversion outcomes. She continues to advocate for broader representation across finance, contributing to industry panels and financial literacy initiatives.

She says, “I don’t see my career through the lens of limitation. I’ve focused on capability, work ethic, integrity, and judgement.”

Updated onboarding processes have strengthened workflow and supported a more consistent client experience. Active in community initiatives focused on youth empowerment and financial education, she maintains a visible presence in the community. “Consistently doing good work is what earns credibility,” she adds.
 

The next phase of leadership will depend less on individual endurance and more on building businesses designed for longevity.

McCallum argues that the industry must broaden how it defines achievement. “Volumes matter, but client outcomes and team culture should be right up there next to them.”

She adds, “If we can build businesses that prioritise human relationships and support a healthy work-life balance, we’ll have an industry that people are excited to stay in for the long haul.”

Peters points to business sustainability as the structural priority, noting that stronger systems and smarter use of technology can help advisers maintain flexibility without sacrificing long-term careers.

“The mortgage industry is actually a fantastic place for women,” she says. “The flexibility it offers means you can have both a career and a family. I have four children, and I’m also helping many clients into their dream homes; it is possible. That said, it does come with trade-offs and sacrifices, and it’s important we’re honest about that rather than pretending it’s effortless.”
 

As this year’s Elite Women demonstrate, the future of New Zealand’s mortgage profession will be shaped by leaders who combine staying power with purpose, building businesses – and careers – designed to last.

• Durability defines leadership. Recognition increasingly follows advisers who build repeat client relationships, scalable businesses, and teams that extend influence beyond individual performance.
   

• Advice-led model is reshaping progression. As the sector moves away from transactional lending, skills long associated with advisory depth, relationship management, and long-view client support are driving advancement.
   

• Representation is rising, but ownership remains the next threshold. More women are entering the profession and moving into senior roles. Equity pathways and business ownership will determine how far leadership diversity ultimately extends.