“I fell into this industry, but stuck with it as I was inspired by so many professional women who were in higher level positions, and I found real estate interesting,” she said.

When she was a child, Richardson and her family moved around from apartment to apartment and oftentimes stayed with relatives. As someone who often looks back at her humble beginnings, she said being part of an organization that helps other people get into a home or better their financial situation has been a truly rewarding experience.

“I've always tried to find the positive in everything,” Richardson said. “I understand now that I have a purpose and that is to help members have a home, and find the stability I didn't have throughout my childhood.”

A strong believer in constant preparation, she urges credit unions to implement procedures, policies and processes that will stand the test of time, as well as pay close attention to regulatory changes.

“Don't put a Band-Aid over challenges you have to revisit over and over again,” she said. “The last thing you want to do is scramble to be compliant, because it will only lead to major customer service and retention issues.”

For example, throughout the TRID compliance-related transition, Chevron FCU has been able to strategically plan and maintain all of its real estate lending products and programs, whereas several of its competitors have had to suspend a few of theirs.

In addition to understanding members' needs and monitoring market trends, she said real estate lending professionals should be focused on the ways in which regulations can support rather than hinder their lending efforts. A constant evaluation of how to continue increasing market share within the real estate lending industry can help professionals find new opportunities, she said.

During the refinance boom years ago, Chevron FCU created its Xpress Refinance Program to support members looking to lower their rates or adjust their terms in an expedited manner and without going through the hassle of a full refinance. This program has also helped the credit union retain a portion of its portfolio that may have otherwise shifted to another lender.

In addition, the credit union's Preferred Realtor Program, implemented and led by the marketing and real estate lending sales departments, has helped put Chevron FCU at the top of many Realtors' minds by letting them know the credit union is available as a resource to support their real estate lending needs. Richardson said through this program, the credit union has not only grown its loan portfolio, but has also built and deepened relationships with Realtors. The credit union is also one of four preferred lenders for the Chevron Corporation's Relocation Program, which has been a huge benefit and resource for employees.

“What we've found as we listen to our members, especially with the relocation program, is just how much opportunity exists to make their transition easier,” she said. “That results in an improved lending experience and that ultimately benefits all our members. Don't be afraid to create new programs or services. Providing members with more options helps grow our portfolio and membership base while supporting their needs.”

Other real estate lending musts in today's market include having a loan origination system that supports products and programs, employing a sufficient number of staff members to support the organization's goals, implementing a retention program and maintaining low delinquency ratios. In addition, she said keeping members informed throughout the entire lending process – from the type of loan they are getting to the costs associated with it to the internal process flow – goes a long way in the lender's retention efforts.

“We always look at process flows and how to be more efficient,” she said. “We look at what common sense changes we can make to make it easier for members to do business with us while still ensuring we're managing the risk. Our motto is work smart and work fast.”

Chevron FCU's real estate loan portfolio counts for 72% of its assets. According to the NCUA Financial Performance Report ending in June 2015, the credit union had an ROA of 1.05, market share growth of 12.33 and loan growth of 10.52 compared to its peer averages of .83, 8.26 and 9.96, respectively.

She credits the growth to interdepartmental collaboration, as well as the trust she has in her teams to deliver high-quality results. She constantly meets with team members to share goals, check in on how they are doing and find out what kind of support they may need for their personal and professional growth.

“Without the support of my mentor Teresa Andrews and her giving me the opportunities I had, it would have been a longer climb to be where I am today,” Richardson said. “So, I find it only fitting to be a resource for others. We all need someone to guide us at some point in our careers. Someone once told me that I would someday realize my true potential when I believed I deserved it. They saw something in me that I didn't see in myself and it was in that moment that I felt that much more validated and inspired to increase my professional capacity.”