In conversation with... Adrienne Lamond

What do you see as the biggest challenges in building a truly diverse workforce in credit and financial services? 

In my experience, the biggest challenge isn’t getting diverse talent in the door; it’s what happens once they’re inside. While hiring practices have improved, in my experience, the credit and financial services industry often still defaults to a narrow definition of ’typical’ workplace behaviour.

There’s a persistent unconscious bias that creates a double standard. Women who are assertive or demonstrate confidence, can be labelled as ’difficult.’ This can force women to self-censor to navigate the culture, and when they do, organisations are likely to lose their best ideas and the individuals can lose opportunities for advancement. The real challenge is moving beyond celebrating diversity on paper to truly embracing diversity in practice. The opportunity we have now is to evolve beyond awareness into accountability - where inclusion shows up in decisions, development and everyday interactions. 

Why do these challenges persist, and what role should all leaders play in dismantling them? 

Unfortunately, I think that these challenges persist because the path to leadership can be treated like a secret. Leaders have a responsibility to pull back the curtain on their own careers—to share their setbacks and vulnerabilities, not just their successes. This can feel uncomfortable but it is crucially important to overcoming these challenges. 

By openly discussing their journey, leaders are able to create a safe space for others to ask questions, take risks, and see themselves in leadership roles. It dismantles the myth of a flawless career path and makes success feel attainable for everyone. One action I would encourage all leaders to take is to reflect openly on mistakes with their teams. This can have a profound impact on organisational culture, and in breaking the myth that perfection is a necessary part of leadership! 

One of this year’s themes is the ‘business case for inclusion’, can you share examples where diversity has driven commercial or operational success? 

Diversity is the ultimate antidote to groupthink, which is one of the biggest threats to risk management and innovation. The most resilient and successful teams I’ve seen are cognitively diverse.

A powerful example from my career is what can happen when you embed professionals from other risk disciplines, commercial or tech backgrounds into Compliance teams, often on a rotational or secondment basis. I have seen this type of initiative help to accelerate change by challenging assumptions and asking the ’why’ that a team of career-compliance employees might have a tendency to overlook. 

Deliberatively cultivating a difference in perspectives is a way to identify blind spots and mitigate risks that could otherwise be missed in a more homogenous team. 

In my previous roles, we have sometimes sought to achieve this output via rotational schemes or secondments between Compliance and the business with profound results. 

What role do you see male leaders playing in accelerating progress on inclusion, and how does attending this event help them do that?  

My own career was fundamentally accelerated by male leaders who didn’t just see my potential—they validated it, amplified it, and put their own reputation on the line to back me. Events like the Credit Conference  are crucial because they equip leaders with a deeper understanding of the specific barriers women face, giving them the perspective needed to become effective, game-changing sponsors. 

Ultimately, all leaders must continue to evolve from being passive allies to being active sponsors. It’s not enough to privately support women; leaders need to use their influence and seniority intentionally to publicly champion their work, especially in rooms where those women aren’t present. This is sponsorship in practice and these behaviours really can change the organisational culture. 

Any advice for the next generation looking to develop their careers? 

Audit your own ’no.’ When a new opportunity appears and your first reaction is self-doubt, stop and analyse it. Are you truly unqualified, or are you just afraid of rejection, of looking foolish, or of not being perfect?

Often, the biggest obstacle in your career is the story you tell yourself. Give yourself permission to try. Treat your career like a series of experiments. Some will fail, but every single one will provide valuable experience. Don’t let the fear hold you back. 

What is the best career advice you’ve ever received? 

Treat your career like a business, and you are its CEO. This reframes everything. You are in charge of your strategic plan, your R&D, and your board of directors—your mentors and sponsors.

Your boss is a crucial client, but they are not your CEO. Their job is to prioritise the company’s interests, and your job is to prioritise yours. Understanding this isn’t cynical; it’s strategic. It empowers you to make bold, independent decisions that serve your long-term vision for your life and career. 

What are you most looking forward to at this year’s Women & Diversity in Credit Conference, and what outcome would you most like to see for attendees post-event? 

I am looking forward to being surrounded by inspiring people and learning something new! My hope is that we all leave not just with new contacts, but with new courage. The courage to go back to our organisations and have one difficult conversation, challenge one biased assumption, or sponsor one person who needs a champion. That is how progress moves from discussion to action. 

Come see Adrienne speak at this year’s Women & Diversity in Credit Conference.