Building Inclusive Cultures: Talent, Trust, and Tough Conversations
Erin challenges the outdated notion that top talent must be found “out there.” Instead, she believes in building a bench, developing people internally through mentorship, challenge, and support.
“Just like a child with natural ball skills won’t become a pro athlete without coaching,” she explains, “you can’t expect raw talent to thrive without nurturing it.” She draws on her sports background to illustrate how even the most gifted individuals need the right environment to grow- a concept every fast-scaling FinTech should embrace.
The danger, she warns, lies in creating environments of mediocrity, where talented people aren’t challenged, supported, or called out when needed. Left unchecked, these environments stagnate, causing people to default to what got them through the door rather than evolving with the business.
The conversation shifts to bias in hiring – not just in terms of race or gender, but in the types of people companies tend to recruit. “If you only attract one kind of talent, you’ll end up with a room full of the same type of people,” Erin warns. That’s counterproductive to creating diversity of thought, which is essential for innovation.
One of Erin’s key suggestions? Know your internal talent scouts. Identify who in your team has a knack for spotting analytical minds, strong engineers, or creative thinkers and ensure you’re not just relying on a single perspective.
She also cautions against unconscious biases, particularly the tendency to reject candidates from certain companies due to assumptions about culture fit. “Blanket statements like ‘people from ‘X’ company won’t fit here’ are harmful and short-sighted,” she says. A truly inclusive organisation will balance past experience with present potential.
One of the most powerful parts of Erin’s message is her take on psychological safety, the freedom for employees to speak up, be themselves, and take risks without fear of punishment or ridicule.
“Psychological safety is often underrated – until it’s missing. Then you’ve got a toxic environment,” she says. It’s the invisible ingredient that enables creativity, resilience, and healthy conflict. In fast-paced environments like FinTech, where roles evolve rapidly and innovation is constant, this safety net becomes even more critical.
She encourages leaders to distinguish between the discomfort of personal growth and the disruption of toxic behaviour. “Sometimes pain is just your own growth being uncomfortable. And sometimes it’s your team being poisoned. You need the maturity to know the difference.”
Hiring for “fit” is often seen as a priority, but Erin invites us to rethink what that actually means. “Do you want someone who fits your team, or someone who pushes it forward?” she asks.
She acknowledges that hiring managers naturally lean toward like-minded individuals, but cautions that this can lead to cookie-cutter teams and missed opportunities for innovation. “We need people who challenge us, not just those we find easy to work with.”
At TymeBank, Erin encourages honest self-reflection: Are you resisting someone because they’re wrong for the business, or because they make you uncomfortable in a way that signals growth?
The Power of Honest Conversations
When performance lags or someone no longer aligns with the business, Erin doesn’t rely solely on disciplinary systems. Instead, she leans into real, honest conversations – before things escalate.
“People know when it’s not working. They’re just waiting for someone to say it out loud,” she shares. And often, those open conversations lead to turnaround moments or graceful exits. Either way, psychological safety is preserved, and mutual respect stays intact.
This people-first, feedback-rich approach not only boosts morale, it helps individuals either rise to new challenges or find better fits elsewhere, avoiding long-term disengagement.
Erin borrows from Simon Sinek’s concept of the Infinite Game to explain the difference between short-term and long-term talent.
Some hires are for a season, to fill a gap, ship a project, or address immediate needs. Others are for a reason – those who grow with the business, weather the storms, and help shape the culture. “People playing the long game give more than they take. They’re not just here for the job, they’re here for the mission.”
These long-term contributors share traits like:
While it’s not always possible to know which hires will play which role, Erin encourages leaders to be clear during recruitment and to give people space to grow into roles, sometimes, seasonal hires evolve into foundational players.
In a moment of reflection, Darren notes how the term “most improved” is often used in schools, and how that sentiment should be re-evaluated in organisations too. Erin agrees, sharing how some of the strongest team members she’s seen were not the most talented at first – but the most determined to grow.
These are the people who become ambassadors for your culture, your mission, and your values. Not because they started off as unicorns, but because they were given the right environment to thrive.
To wrap up, Erin leaves us with a powerful truth: you can’t build resilience without challenge. FinTech leaders must create workplaces where hard conversations are had, potential is nurtured, bias is challenged, and people are treated with honesty and respect.
Her leadership philosophy is a potent reminder that in a world driven by technology and data, human connection still matters most. Talent isn’t just recruited, it’s shaped. And sometimes, the most powerful transformation begins with one difficult, heartfelt conversation.
Want to connect with more HR and FinTech leaders like Erin?
Join the conversation on the Pear Network – a community designed to help you source, support, and scale talent in FinTech. Whether you’re building a challenger bank or leading people innovation, Pear is where great teams begin.
TymeBank emphasises a culture of integrity, fairness, and responsible banking practices. The bank’s Code of Ethics outlines clear expectations for engaging with stakeholders, including customers, shareholders, regulators, suppliers, colleagues, and the communities in which it operates. Employees are encouraged to act honestly and demonstrate integrity in every aspect of their work.
TymeBank offers various career development opportunities, including training programmes and mentorship initiatives. The bank focuses on creating an environment where employees can enhance their skills and advance their careers.
TymeBank is committed to fostering a diverse and inclusive workplace. The bank actively promotes financial empowerment for underserved consumers and values the unique perspectives that a diverse team brings to the organisation.
TymeBank’s leadership maintains open lines of communication with employees through regular meetings, internal newsletters, and feedback sessions. This approach ensures that staff are informed about company developments and can voice their opinions and concerns.
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