Here’s the next installment in our periodic Q&A series highlighting women leaders in the fintech and banking space. We feature the innovation, fortitude and experience it takes to thrive in this fast-changing industry. And our interviews explore business opportunities on the horizon for financial services providers and their technology partners, as well as the unique qualities that these leaders bring to their roles.,
Technology, including the payments upgrades that are pushing modern banking forward, should “solve real problems and never innovate just for innovation’s sake,” says Amanda Crocker, President at SWIVEL.
The leader of the San Antonio, Texas-based subsidiary of SWBC, evolved a career that started in program management and operations at Microsoft, Dropbox, and Facebook into a payments specialization starting around 2014. Crocker had a front row seat from the consumer technology space because how the world transacted was changing lightning fast, was now regularly exposing itself to equally fast fraud or scam risks and yet regardless, the marketplace was never going to turn back.
Crocker sensed within this dynamic a complex problem and a beckoning solution. It was the level of challenge she had gravitated toward throughout her career. So what if this time it was hyper-focused in fintech? Here was an opportunity to scale what banks and credit unions historically had been defending. Providing responsive solutions for small businesses. Making a true mark in their communities. Essentially, changing lives.
Today, for integrated platforms like SWIVEL and others competing in the space, their technology layers onto credit union and bank digital functions and smoothing the core technology need. In SWIVEL’s case, it supports Apple Pay, debit, credit and ACH, including risk management and compliance controls. It’s faster. It’s scalable. And yet, personalization hasn’t disappeared; banks retain customer visibility. Collections capabilities are expanding as well.
Was there a motivation, market shortcoming or challenge in financial services that drove you toward your fintech solution or role?
At past jobs, I saw firsthand how neglected the online checkout experience had been. The process was clunky, unintuitive, and frustrating, and I realized there was a real opportunity to reimagine the payments experience for both consumers and the institutions behind the scenes. I became deeply interested in how compliance, user feedback and operational scale could come together to create better systems. I think that mindset has helped me build trust with stakeholders and guide teams through early-stage ambiguity.
When I joined SWIVEL, it was because I wanted to return to building and help create something from the ground up. I saw a chance to shape how we approached real-time payments and compliance in a way that was both scalable and deeply responsive to client needs.
The financial services space is challenged with economic, trade, legal and higher education uncertainty, alongside a shifting regulatory framework. What feels optimistic or where do you find clarity?
In times like these, when so much feels uncertain, one thing we are sure of is that staying close to our clients is the smartest move we can make. That’s really been our north star lately. We are leaning into user research and feedback loops with the people who actually use our products. It’s not just a product strategy, it’s how we lead. Sure, it helps us reduce risk, but more importantly, it keeps us grounded in what really matters, solving real problems for real people.
Fintech has always been about navigating change and turning disruption into opportunity. This moment is no different. We’re not just trying to ride it out, we’re evolving, and we’re doing it by listening more closely, adapting faster, and building with our clients at the heart of every decision.
How do you think others describe your leadership style? Or if it’s more important to you, how do you describe yourself?
I’d describe my leadership style as collaborative, empowering, and impact-driven, with a firm belief in giving people the tools and autonomy to influence outcomes. I want my teams to feel like their work matters and that they’re enabled to do more than just execute tasks. I think successful leadership is less focused on upholding rigid processes and instead motivated by creating environments where people feel connected to their work and fulfilled by it.
I also believe in building teams that reflect the communities we serve, with an emphasis on being intentional about inclusion and ensuring that everyone has a voice. I’ve found that when people feel seen and supported, they bring their best ideas forward (and that’s where real innovation happens).
What can the financial services industry do to make sure we are shaping future leaders, women especially, for our space?
We’ve made progress, but there’s still work to do. One of the most powerful things we can do is ensure women have access to strong mentorship and visible role models. I was fortunate to have a female manager early in my career who championed my work. She put me in rooms where decisions were made, mentored me on the skills I needed to grow, and never limited my impact based on my title. That kind of support can be transformative.
Today, I work to pay that forward by mentoring others, highlighting impactful women and pushing our organization to prioritize DEI. I believe every leader has a responsibility to leave their teams better than they found them.
We’re also seeing more organizations like Women in Payments and data-driven accountability from groups like Leanin.org, which are helping to move the needle. But the numbers still show that women, especially women of color, are underrepresented in leadership. We need to create pathways that are inclusive, flexible and supportive of different leadership styles while normalizing the idea that leadership can look many different ways.