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My Story

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My career began at 15 years old.

I always knew I wanted to make a dent in the world, so I started filing checks at a small commercial bank as soon as they would hire me. 

At 16, I became the driver for the head of the trust department. 

At 17, I became a teller. 

By the time I hit my mid-20s, I was employed by the First National Bank of Boston working on “the Street Force” (a team that provided credit references). 

This was the point my ladder-climbing began: I transitioned into correspondent banking where I did a commercial bank holding company analysis and business development. 

From there, I was recruited into a Commercial Lending Training Program. I was part of a tiny handful of women chosen to participate in the 24-month intensive study. 

While my colleagues were interested in shiny divisions like energy, media, or entertainment, I chose to pursue an opportunity in the Transportation Division, a decision that catapulted my entire career. 

I was tasked with introducing the Bank of Boston’s specialized lending capacity to the Midwest region. My first year in leadership was terrifying; There were few women to model because the entire industry was created for males, by males. 

Nevertheless, I jumped into the deep end of the pool. I visited senators, congressmen, and industry leaders to promote and open opportunities for business development. My team started making equity investments in trucking companies and even financed spin-offs of short line railroads from large trunk lines. 

Most importantly, I found a mentor who carefully honed my skills while encouraging my ability to think creatively about the industry and opportunities. 

Hitting the reset button

In 1987, the stock market crashed. The commercial banking business was forced to realign by the regulatory authorities during the next decade. Fortunately, my loan portfolio was not as troubled as others. As a result, I was recruited into Asset Recovery (collection/workout loan division). 

As I continued to progress in knowledge and experience, I hit the “glass ceiling”. It was evident that in the late 80’s early 90’s, there was little room for women in the “C” suite. 

I took a payout and moved on to a small community bank that was under the control of the Comptroller of the Currency. My assignment was to fix the deeply troubled commercial loan portfolio. Again, I found a mentor who guided my development and expanded my career opportunities. We succeeded in the turnaround and were relinquished from the OCC control.

When my mentor left their position as CEO and President. I was promoted from Senior Commercial Lending Officer to CEO and President of the $1.5 million bank. At the time, I was 1 of 8 women in the U.S. to achieve this. 

There, the real career challenge began.

Photo of Coach Lyn Murphy

Hitting the reset button

In 1987, the stock market crashed. The commercial banking business was forced to realign by the regulatory authorities during the next decade. Fortunately, my loan portfolio was not as troubled as others. As a result, I was recruited into Asset Recovery (collection/workout loan division). 

As I continued to progress in knowledge and experience, I hit the “glass ceiling”. It was evident that in the late 80’s early 90’s, there was little room for women in the “C” suite. 

I took a payout and moved on to a small community bank that was under the control of the Comptroller of the Currency. My assignment was to fix the deeply troubled commercial loan portfolio. Again, I found a mentor who guided my development and expanded my career opportunities. We succeeded in the turnaround and were relinquished from the OCC control.

When my mentor left their position as CEO and President. I was promoted from Senior Commercial Lending Officer to CEO and President of the $1.5 million bank. At the time, I was 1 of 8 women in the U.S. to achieve this. 

There, the real career challenge began.

Photo of Coach Lyn Murphy

Sore thumb

The all-male board had stereotypical ideas of what they deemed “appropriate” executive behavior. In other words, no creative thinking. The “do as you’re told” attitude was an eye-opener because the direction did not align with my business acumen or ethical standards. 

The tensions with the Board increased and they voted to pay out 100% of my contract in return for the right to fire me publically. This was a game-changer for me. I needed to find a place that valued my leadership — somewhere without a glass ceiling. 

I received an opportunity with a private equity firm specializing in the acquisition, financial, and operational management of commercial real estate projects. It was a great new adventure with an organization that was more facile in its responses to change within the business environment. For 20+ years, I’ve been in a position to do what I love: lead women, promote adaptability, and earn enormous respect in the finance world. 

I’ve experienced both success and rejection; trials and tribulations. As a woman in the workplace, I’ve learned, cultivated, and applied my critical and strategic thinking skills to each of my endeavors. 

Now it’s my time to give back my knowledge to a community of women who are experiencing career challenges, fatigue, and disengagement due to environments that are not working in their favor. I sincerely believe the corporate mentality can be shifted, one woman at a time. 

I’m thrilled to step into your journey!

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Contact Lyn Murphy
lyn@coach-lyn.com
1 (951) 970-4061