Leading Through Banking's Next Normal
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What early experiences shaped Liz Wolverton’s approach to digital transformation?
I have done six hundred podcasts for Banking Transformed and and this is a fun gig because it's our third year of doing these, doing either four or eight um podcasts while at the Financial Brand Forum. Number one, it it's great to be able to go a different direction for content, but just as interestingly, it it creates a really good post event thing you can look at and And learn what what we are learning. And everybody who didn't make it in the session knows they can they can pick it up afterwards. So thank you very much for being here. Um we appreciate your applause at the end if if we do well.
She she is a person who impressed me the first time I met her as being a person that really understood people. That's not a primary role, but it's the way she communicates. And I think one of the things we take for granted is the communication aspect to everything we do and the success or failure it determines. Pinnacle financial partners, they're combining with Sonovas, and her role is still pretty close to the same. But what's interesting is when we first got together and said, hey, do you want to do a thing on in employee management during times of disruption, sh neither one of us knew that how disruptive uh mergers can be. Just In the P in the employee's mind. So Join me as I welcome Liz Wolverton.
So Liz, we we had you on the podcast um before and um what's interesting is when we had you on the show earlier, we we kind of touched we didn't start this way. But we touched on some of the same subjects. The thing that really moved me towards you is how much of a a cheerleader you were for Senovis. In an area that dealt with virtually everything digital At Snovus. So it it it wasn't a human resource position. Right. But you made it that because you realized that that was there was an uphill battle. So can you talk a little bit about your background and what areas of the financial institution you worked with?
Sure. Um I have a very um interesting background for somebody who runs digital. So uh I started my career out of school as a accountant, as an auditor, CPA with Ernst and Young. And that's really what my progression was in industry and when I came to Sonova's Financial. Um, my first job was to implement Sarbanes Oxley. So really exciting stuff, control environment. But over time, through kind of a progression in a company like many people work for that provides opportunity for those who kind of get in and ask questions, you start asking questions and they say, okay, well, I'm gonna let you do that. So that uh really kicked me out of accounting into the strategic side of things. Um and ultimately, as the bank strategy grew into things like digital, um, I just sort of fell in the lap of
of digital, but it wasn't a natural progression. I wasn't from technology. And so I do think that's why I may think a little bit differently. The technologists who I partner with remind me that I think a little bit differently. Sometimes I'm sure they do, yes. Sometimes I'm sure they do, yes. Sometimes that's not as good, but um yeah, absolutely. So it's it's been a very interesting progression, um, for me.
So your title says digital. Your role has been transformation efforts. But you know, you could very easily be the chief human resource officer. How do you see these as in ways the same role?
So I don't know if I could be chief human resources officer. They have a they have a lot of very specific things they do. But I think for me, um, you know, banking, if you all filled in the gap in your head, banking is all about. And for me, it's about human outcomes. And that's what we're trying to do for our clients, right? I mean, we are at the heart of the most important thing within their lives, which is you know, money and financial security. And our job is to drive human outcomes. And so you can't take the human out of anything we do. So digital great is a technology, but to the extent that it can't drive human outcomes, it's not very valuable, you know, to us in banking. And and so whether that's the design or whether that's mobilizing people around how to help your clients adapt, adopt,
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Chapters
8 chapters
1
What early experiences shaped Liz Wolverton’s approach to digital transformation?
0:11–6:20
2
How does Liz describe the human side of banking during a merger?
6:20–12:09
3
Why is clear communication more critical than technology in change initiatives?
12:09–18:31
4
What strategies are used to keep employees engaged and reduce anxiety during disruption?
18:31–23:19
5
How can AI be introduced as a teammate rather than a threat?
23:19–29:55
6
What role do deadlines play in balancing urgency and empathy in transformation?
29:55–35:02
7
How do leaders merge differing cultural “North Stars” after a merger?
35:02–39:53
8
What single habit does Liz recommend for leaders to navigate the next normal?
39:53–45:30