00:00Our people strategy is central to Radian's continued ability to sustain and scale housing
00:06access over the long term. No matter how the market changes, our ability to deliver depends
00:12on our people's ability to adapt and stay aligned with our mission. I'm Justin Foster,
00:17Radian Senior Vice President of People Experience. My path to this role hasn't been a straight line.
00:26I've worked in multiple industries before joining the housing and mortgage insurance space.
00:31And one thing that I've observed or noticed is that the core tenets of leadership are pretty
00:36consistent across industries. You know, the context changes, the products, the customers,
00:42the market cycles, but the fundamentals of good leadership really remain the same. You know,
00:47one thing I've learned over my career working across industries like financial services to
00:53academia to nonprofits is that change is the only constant, but how you lead through it will define
01:00your credibility. And I think that teams look to their leaders on how to react. Not every shift
01:06requires a dramatic reaction. Sometimes it's about keeping perspective, communicating clearly,
01:11and making sure that our people know what's important and really what isn't. You know,
01:16when I joined the housing and mortgage insurance industry, I learned how deeply our work is connected
01:22to people's lives. You know, what we do helps families achieve and sustain home ownership. And
01:27that change gives a different weight to every decision we make and about how we lead our teams.
01:34That ultimately impacts how well we're going to serve our customers. Generally speaking, overall,
01:40I believe that people strategy is business strategy, especially in a business like ours. If our teams are
01:45engaged, well-led, and equipped with the right tools, they will naturally deliver better results for our
01:51customers. And so my role at Radian is to help find those opportunities to remove friction to our
01:57people so that they can remove friction from the customers we serve. You know, we're seeing multiple
02:02currents moving at once. Workforce expectations are evolving, technology is changing, and how work
02:08gets done is changing also. And just overall, the normal market cycles of our industry. I think the pace
02:14is faster, which makes adaptability more important than ever. One of the strengths that we have at Radian is
02:20that we've built a reputation as a trusted provider and partner over decades. And in 2027, we're going to
02:27celebrate 50 years in business. That kind of longevity only happens if you're both dependable and
02:33forward-looking. Our customers know that we're going to be there for them through every market cycle with the
02:39talent and solutions they need to be successful. For Radian and our family of companies, the way we serve
02:45customers through this is by being consistent where it matters most. Reliability, expertise, responsiveness,
02:51while also being bold enough to evolve. That means modernizing our processes, being thoughtful about
02:58experimentation, and developing new capabilities and making sure our people are ready for whatever comes
03:04next. From a talent perspective, we're using this moment not just to respond to the market, but to build
03:11capability. That's going to matter in the next chapter. Deeper orchestration across teams, sharper
03:17operational discipline, and stronger cross-functional skills that will allow us to pivot quickly without
03:23losing consistency.
03:29It's a fascinating time. We're watching interest rates, inventory levels, affordability challenge,
03:35all of which affect our customer strategy. But we're also seeing a shift in how talent works in this
03:41industry. So from that perspective, I think there's a generational change underway with newer entrants
03:47into the industry bringing different expectations about technology, flexibility, and development. At the
03:54same time, we have deeply experienced professionals whose knowledge is critical to run our business.
04:01And I think the opportunity and the challenge is to blend that deep expertise with fresh
04:07perspectives. So at Radian, we've been intentional about honoring the expertise of our long-tenured
04:13people while accelerating the development of newer talent. We see that in intergenerational mentoring
04:18programs. We see that in how we staff different projects and initiatives. And I believe that when
04:23people feel seen and supported for the strengths they bring, they deliver, and they deliver in outsized ways.
04:29So oftentimes I think our generational shifts are divided, our frame doesn't divide. And I don't
04:34really see it that way. I see a spectrum of strengths. Experienced team members bring judgment and insight
04:40that you can't speed train. And newer members bring adaptability, digital fluency, and a different
04:46way of thinking about opportunities. We create intentional overlap, generational mentorship mixed with project
04:52teams, shared learning experiences, so that strengths meet instead of miss each other.
04:58And when that happens, I think you get better decisions, more innovation, and a steadier experience
05:03for our customers. As it relates to AI, the first thing is remembering that technology doesn't replace
05:10trust. It should reinforce it. Customers trust us because we deliver. We keep our commitments and we
05:16know our business deeply. We see AI and automation as tools to help our people do their jobs better,
05:22not as a replacement for the relationships and expertise that make us valuable. And that means
05:27being thoughtful in how we introduce new technology, ensuring our teams are trained, and making sure
05:32that the human element stays front and center. I think with a multi-generational workforce, communication
05:39is going to be key. We can't assume one message works for everyone. We have to meet people where they
05:44are, whether that's through mentoring, upskilling, or rethinking workflows almost entirely. And customers will benefit
05:50from that because we're getting the best of both worlds. Retention and engagement are outcomes of
05:56culture where people know they matter and see where they're going. Retention and engagement,
06:01they start with leadership. People don't just work for companies, they work for leaders that they can
06:06trust. At Radian, we focus on leadership development at every single level. We have an in-house facilitator-led
06:12executive development program for senior leaders and a leadership program for middle managers. And
06:17they're both designed to make sure our leaders are equipped to inspire, guide, and support their
06:22teams. We've built programs that help people see a path forward and understand what skills they need
06:28and get the tools to get there. And we pair that with genuine recognition. Our programs are two parts
06:34education, one part recognition. And so when you come to a Radian-built leadership development program,
06:40we're showing an intentional investment by the company in our leaders and a recognition that drives
06:46performance. When people feel invested in, they invest back, both in each other, in their performance,
06:52and in the customers that we serve.
06:58So a high-performing team isn't just a group of talented individuals. It's a team that knows how to work
07:03together towards a shared goal. You know, my philosophy is that you hire for competence and
07:09chemistry. You need the right skills, but you also need people who understand the value of collaboration,
07:14who can think laterally across the enterprise, and who have a deep respect for the contribution and
07:19experiences of others. You know, at Radian, we invest in people from day one. That means thoughtful
07:24onboarding, targeted development, and opportunities to work cross-functionally to stretch their capabilities.
07:31We want people to leave an opportunity to collaborate thinking, that was time well spent. Because that's
07:36how you know you're building something that matters. High-performing teams are also multifaceted
07:41teams in background, perspective, and experience. That range leads to better decisions, which leads to
07:48better outcomes for customers. One thing leaders can take away from Radian's approach is that hiring is the
07:54start of the relationship, not the end. We've evolved our process to focus on both
08:00immediate capability, but also long-term potential. We're looking for people who can grow with us,
08:06because in a market that's constantly changing, you need people who can adapt. We also need to invest,
08:12I think, in the next generation of managers and leaders. I'm especially passionate about the
08:17development side, because at Radian we've built programs that meet people where they are. Our leadership
08:22and development programs are built in-house, designed around our culture, our business, and our
08:27customers' expectations of us. Not everyone needs the same thing at the same time, so our programs are
08:33flexible and personalized. So when we hire people at Radian, the goal is to invest in them early and often.
08:39That means structured career exploration and key functions, rotational programs, and opportunities to
08:45broaden experience. You know, mentoring relationships, skill building, that's tied to real business need.
08:51And over time, that has created a workforce that's not only high-performing today,
08:55but also prepared for the roles and challenges we can't fully see yet in the future.
09:05Every year, hundreds of thousands of people become homeowners through low down payment options backed by
09:11private mortgage insurance. And a strong majority of those are first-time home buyers, and a significant
09:17share or moderate income families. So that tells us that the need for housing access isn't going away,
09:23it's evolving. Our industry could not be more important to the success of the American economy.
09:28So for Radian and our family of companies, nearly every part of the mortgage life cycle touches our
09:34team at some point. And that means the people serving customers at Radian have a direct impact on
09:40making home ownership possible for those hundreds of thousands of households each year. So that's why
09:45we're so intentional about hiring, developing, and retention. We take pride in ensuring that
09:51regardless of the market dynamics, our team is aligned with our mission and ready to anticipate
09:56and meet the needs of our customers. What's key here is that people strategy is business strategy,
10:01especially in a business like ours. It starts with clarity. Everyone in the organization should know
10:06how their work connects to the customer experience. Culture is foundation. Without a strong culture,
10:11even talented people default to silos. And at Radian, our culture is anchored in our values and
10:18reinforced in how we hire, develop, and lead. Upskilling built confidence and connection. When
10:23people feel capable and better connected across the company, they're more willing to step into projects
10:28that stretch them and work with peers in other areas. And retention matters because collaboration improves
10:34when you have stable teams who know and trust each other. High turnover, I think, erodes trust. Customers
10:41feel the difference when they work with teams that operate as one, not as many. And big picture,
10:46when you invest in culture, capability, and continuity, you get collaboration that's natural,
10:52consistent, and focused on what matters most.
10:54Our people strategy is central to Radian's continued ability to sustain and scale housing access over
11:06the long term. No matter how the market changes, our ability to deliver depends on our people's
11:12ability to adapt and stay aligned with our mission. The way we sustain and scale is by making sure we have
11:18the leadership, the talent, and the culture to deliver consistently over time. So that means attracting
11:25the right people, developing them, keeping them engaged, and aligning their work to our mission.
11:30When we do that, we're not just responding to the market, we're helping shape it. And as we approach
11:36our 50th year in 2027, we're doing it with the confidence of an organization that has been proven to
11:42adapt, evolve, and lead for the long haul.
