In Conversation with… Lindsey Lindsay

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

Too often, diversity conversations focus on recruitment and bringing people into organisations. The harder challenge and the one we don’t talk about enough is retention.

People don’t just stay because they’re offered a seat at the table - they stay when they feel genuinely heard, included and valued. When the culture values match their perspective and when they see a path to grow, staff feel like they belong. If we don’t get it right, we’ll keep hiring diverse talent only to watch them leave. Building a truly diverse workforce isn’t just about who we attract it’s about the culture we create that makes them want to stay.

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

Attitudes towards retention need to move with the times rather than being old school. Leaders still often make assumptions rather than listening, assuming people want the same things they did a decade ago, or that flexibility is a perk rather than a priority.

Today’s workforce expects transparency, fairness, and authenticity. Conversations about hybrid working, flexible hours and pay equity shouldn’t be taboo, they should be front and centre. Leaders at all levels have a role to play in creating inclusive cultures, but it starts with listening, acting on feedback, and being open to change. When that happens, the feeling of segregation gives way to one of shared purpose.

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

Inclusion is not just a moral imperative it’s also a business growth driver. At Snap we’ve seen firsthand how building products with underserved communities in mind delivers both social and commercial impact.

A standout example is our newly launched virtual card proposition. Traditional retail lenders have historically overlooked near prime and subprime consumers. This audience represent a significant segment of society who deserve to feel empowered by fair, transparent finance. By designing a solution that was empathetic, flexible and human-centred we unlocked access for these customers while simultaneously delivering value for retailers and growth for Snap. The results speak for themselves, applications are up 53%, completions have more than doubled and our funding has increased by 196%. This isn’t just growth it’s proof that inclusion fuels innovation, deepens customer trust and drives tangible business success.

What excites me most is that we are reframing finance, leading with diversity and creating a model where commercial results and positive social outcomes go hand in hand. That’s the real business case for inclusion.

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

While inclusion shouldn’t be viewed solely through the lens of gender, it’s important to acknowledge that most senior leaders in financial services are still men. All of us leaders have a responsibility to create the right culture for growth where everyone feels confident and comfortable to be themselves.

For those male leaders, their role especially important. They can use their influence to remove barriers, sponsor diverse talent and make sure inclusion is embedded in how we work. It’s about turning passive support into active advocacy. Events like the Women and Diversity in Credit Conference is helping equip them with the awareness and tools to turn intent into action.

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

You can teach technical skills, but behaviours are what set you apart. My advice to those starting out is: stay curious, ask questions, and put your hand up for opportunities. Deliver on your promises and become the person others rely on. That’s how trust is built and careers move forward. Ultimately, people want to work with those who bring energy, reliability and integrity, be that person!

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

The best advice I ever received was ‘Be you but be softer.’ When I stopped trying to fit a mould and allowed myself to lead with authenticity and vulnerability, my impact grew. It helped create stronger, more honest relationships with colleagues and made me a better leader. There’s strength in softness and confidence in being yourself.

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?

This is actually my first conference, and I’m genuinely excited to connect with people from across the industry. There’s something really powerful about being in a room full of people who care deeply about the same issues.

For me, the real value comes after the event. I’d love to see attendees walk away with practical takeaways, whether it’s a new idea, a changed mindset or a commitment to act. That’s how change really starts not in the room, but in what we do next.

See Lindsey speak at this year’s Women & Diversity in Credit Conference.