Women in Finance: Ana Maria Morales on leadership, resilience and progression

In our latest Women in Finance Interview, Tony Sanchez speaks to Ana Maria Morales, Operations Associate at Fiduciam.

Ana Maria focuses on the execution of loan fundings and supports the wider operations team across the full loan lifecycle.

Her role involves ensuring the accurate transfer of capital from investors to borrowers and working closely with internal teams to make sure transactions are approved, executed, and managed smoothly through to redemption.

Ana Maria joined Fiduciam in January 2025. She began her career in finance through a bachelor’s internship in traditional banking within corporate credit, before being hired full time and going on to build experience across several banks.

Her background includes international exposure and cross-border portfolio work at Citi, giving her a broad, global perspective on financial services operations.

What brought you into financial services?

To be honest, the job market in Colombia is quite competitive, and I wanted to study something that would give me clear opportunities for employment after graduating.

Financial services offered not only economic stability and strong benefits, which are among the most attractive aspects of the sector locally, but also a challenging environment that promotes continuous learning and growth across different areas of business.

I knew it would be a demanding field, but one where I could build a long-term career with real impact and progression potential.

What do you think makes a successful leader? And in particular women leaders?

A successful leader creates clarity of purpose, builds trust, and elevates the performance of their team without overburdening people.

It’s about judgment, consistency, empathy, and teamwork. Leaders need to bring out the best in others, not just drive outcomes.

For women leaders, qualities like resilience, emotional intelligence, and collaborative problem-solving can be particularly powerful, because they help teams feel heard and valued while pursuing ambitious goals.

What are the biggest barriers you have faced in your career in financial services?

One of the biggest challenges has been navigating environments where leadership styles are still quite traditional.

In those contexts, a collaborative mindset is not always fully embedded, which can limit how effectively teams work.

Even when you try to foster a more inclusive culture, without leadership alignment it becomes difficult for those values to take hold.

If you could tell your younger self one thing you know about business now, what would it be?

I would tell my younger self to trust your knowledge and experience sooner, and to really listen to your leaders and colleagues, because you can learn something valuable from everyone.

And importantly, networking matters: genuine professional relationships open doors, deepen your perspective, and help you grow in ways you don’t always expect.

What’s your own personal mantra?

“Push a little beyond comfort.”

I believe that consistent effort, even when it’s uncomfortable, leads to results. Comfort doesn’t build careers; challenges do.

So instead of stopping at the first hurdle, I try to see discomfort as a sign I’m growing.

What do you think is key for finding a successful work-life balance?

I think it comes down to setting clear boundaries and being self-aware.

Knowing your own limits, communicating them honestly, and choosing a workplace that respects your rhythm makes a huge difference.

And I’ve learned that balance isn’t static. It shifts with life’s seasons, and that’s okay.

What advice do you have for women aiming for leadership positions? 

Trust yourself and your knowledge. Don’t be afraid to showcase your skills or speak confidently about your achievements.

Listen actively to the people around you, build strong relationships, and be intentional about your career path. You don’t need to fit a single mould of “leadership”. Make space for your voice and your style.

What do you think is holding women back?

A lot of it is mindset and expectations. I’ve seen studies showing that men will apply for roles when they meet only around 60% of the requirements, whereas women often wait until they match everything before they apply.

That self-criticism and hesitation can slow us down. It isn’t the only factor, as structural barriers still exist, but it is an important part of the picture.

Do you think there is still a glass ceiling?            

Yes, I believe the glass ceiling still exists, though it’s less visible than before.

Women are increasingly present in the workforce, but representation shrinks as roles become more senior.

For example, women hold only about 30% of senior leadership positions, which suggests structural obstacles remain.

To overcome this, organisations need proactive policies rather than relying solely on good intentions, so that talent can advance regardless of gender.

What are your thoughts on the Women in Finance Charter? 

Before working in the UK, I wasn’t very familiar with initiatives like the Women in Finance Charter.

In Colombia, there isn’t an equivalent national programme of this scale, so it’s been interesting to see how much importance is placed here on formal commitments and accountability.

I think initiatives like this are valuable because they help move the conversation from intention to action.

At Fiduciam, I’m already starting to see a better gender balance at senior levels, which shows these efforts can have a real impact.

How do we encourage more women into financial services? 

We can encourage more women by showing that financial services can offer both career growth and work-life balance, which is an important factor for many, especially those planning families.

Having visible role models, mentorship opportunities, and supportive policies makes the field more attractive.

Personally, I’ve worked in several roles, and I’ve finally found in Fiduciam the balance I was looking for which is an environment where performance is valued without sacrificing personal well-being.

The gender pay gap is only second worst to the construction industry. What can organisations do to address this?

Organisations can start with transparent pay reviews and fair promotion processes, but they also need to build cultures that support flexible careers and equitable access to high-impact roles.

In my experience, I haven’t personally seen gender-based pay differences in the companies I’ve worked for. Any variation has been based on role and level.

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